You’re greeted at the pearly gates to heaven by St. Peter who asks where you’d like to spend eternity. “Well, heaven of course!” you say. Peter replies: “You have to check out hell just to see what you think before you commit.” Disappointed, you shrug but agree. And to your surprise, when the elevator doors open into hell, you see golden beaches, golf courses, gorgeous people mingling with colorful drinks. It’s not what you expected, but maybe heaven is even better, you think. So you take the elevator back up, but all you find there is a bunch of dull harp-playing on clouds. There doesn’t even seem to be anything great to eat.
You go back to Peter: “I didn’t think I'd ever say this, but I think I’d rather go to hell,” you say. “So it shall be,” he says, and you head back down to start your new afterlife. Only this time, when the doors open, you’re met with fire, brimstone and flowing lava. “What is this?” you yell. “Where’s the beach? What happened?” Your welcoming committee stares at you blankly: “Oh,” they say. “Yesterday we were recruiting you. Today you’re staffed.”
This is Carly Guthrie's one HR joke. And after working in the business for over 15 years across a variety of industries, she says it rings true all too often. Today, she helps companies build HR organizations as a consultant and says this bait-and-switch happens all the time to new employees, sometimes despite the company’s best intentions. And when it does, no one benefits. In this exclusive interview, she lays out a plan for onboarding that sets everyone up for success.
Three years ago, Gordon Rios became Pandora’s first official data scientist. Since then, he’s seen the team grow to over a dozen strong and become hugely influential in every decision the company makes. Considering how much of Pandora’s service is data-driven — from maintaining its famous Music Genome Project to creating even more ways for people to discover music they’ll love — it’s one of the best examples around of a data science team growing fast and lean to make a difference.
As a keen observer of how Pandora has hired and structured its team of scientists, Rios is a rare source on what works and what doesn’t. And, with the profile of data science on the rise at huge companies and startups alike, figuring out how to maximize productivity in this area is increasingly vital.
In this exclusive interview, Rios talks about the evolution of data science at Pandora, and the three key lessons others can take away about how to distribute resources, ensure excellent management, and keep communication nimble to do great science and make it count.
Why does one startup succeed wildly while another with a similar model and talented team fails miserably? Case studies might highlight the winner’s flexible business model or responsive community management. They might point to the failure’s wasted budget or poor product planning. But, in the end, all of that boils down to communication. No matter what, the fate of every company depends on the team’s ability to communicate clearly and constructively.
This might sound obvious. But according to well-known executive coaches Ann Mehl and Jerry Colonna, there’s a vast difference between talking and speaking so that you can be heard. With experience training senior leaders at companies like Kickstarter, Etsy, SoundCloud, and more, they’ve emerged with concrete tactics for fixing and establishing great communication. Emphasizing awareness, responsibility and empathy, this method has been termed “nonviolent communication” — and in this exclusive interview, Mehl and Colonna explain how it has helped hundreds of tech professionals elevate their game.
When Arielle Jackson started to develop the marketing and communications plan around Cover (the Android app quickly snapped up by Twitter), she brought a lot of firepower to the job. During her nearly nine years at Google, she managed product marketing for Gmail, Docs, Calendar and Voice. She then moved on to Square, where she led go-to-market plans for new hardware products like the Square Stand. At Cover, she put everything she learned to work to help make the product uniquely valuable. Today, she does the same as an advisor to multiple startups.
What’s surprising for many people, she says, is that marketing is actually highly tactical. There are frameworks and distinct steps founders can take to define what their company is doing, why it’s important, and why — above all the noise — people should listen to them.
In this exclusive interview, Jackson shares exercises entrepreneurs can use to nail their product positioning, develop the right assets (including a name that strikes the right chord), and make a stunning first impression on the market — whether they’re launching a new feature or an entire company.
When FundersClub entered the scene in 2012, crowdfunding was still coming of age. Sites like Kickstarter and Indiegogo were gaining traction, but weren’t widely perceived as serious financing platforms. They also left a gap for a company to democratize startup investing online. That’s exactly what FundersClub Co-founders Alex Mittal and Boris Silver set out to do.
Since then, they have witnessed (and pioneered) the movement of brand new fundraising strategies. No longer must startups be limited to taking their roadshow to Sand Hill Road to convince VCs in person. Today, as a founder, it’s possible to kick off your raise on Kickstarter — repaying your backers with perks — raise equity capital on FundersClub, and then move on to a perfectly traditional Series A.
But having more choices can be bittersweet. Hashing out a coherent fundraising strategy for multiple audiences can be paralyzing. Each platform requires a different, finely-tuned approach. At the same time, there are rewards to be reaped: the ability to build and grow an enthusiastic fan-base, rally more support for your company, and get backing for ideas that would have been passed over otherwise.
In this exclusive interview, both Mittal and Silver, who have now backed over 80 companies with FundersClub, talk about what they have seen work, how startups can choose the best path for their business, the upsides and pitfalls of different crowd-funding options, and best practices for each.
The word “lean” is everywhere these days. Lean processes, lean startups. While Eric Ries, author of The Lean Startup, has arguably become the face of this movement, its philosophy is largely based on something called the Business Model Canvas — a tool developed by author and entrepreneur Alexander Osterwalder and Swiss academic Yves Pigneur.
Extremely simple in its design, the Business Model Canvas empowers entrepreneurs to create, visualize and test business models without wasting capital or overcomplicating their approach. Today, it’s used by startups to break new ground, as well as massive companies like GE, P&G and 3M to explore new models and keep up with the competition. It’s also the core of the book Business Model Generation (co-authored by Osterwalder and Pigneur), which has sold over a million copies in 30 languages.
At Stanford's Entrepreneurship Corner, Osterwalder — joined by lean evangelist Steve Blank — demonstrated the value of the Business Model Canvas for startups: How they can use it to generate ideas, de-risk guesses, and make sure they are solving the right problems for the right people. Below, learn how one sheet of paper can help your company find and hold on to product/market fit.
Massdrop launched in 2012 based on one idea: To use bulk buying to help people get lower prices on products they love. This idea became a platform, letting people band together across the internet to place large orders and unlock bargains on products no one needs in bulk: cameras, speakers, headphones, etc. Today, the company calls it “Community Commerce.” But Founder and CEO Steve El-Hage couldn’t have predicted how active that community would be in shaping the way Massdrop would work.
Today — with hundreds of thousands of users — the company’s look, feel, features, and future have been deeply impacted by customer feedback. El-Hage wouldn’t have it any other way. In this exclusive interview, he explains how Massdrop brought users into the product development process, the huge benefits that has yielded, and how other startups can do the same from the earliest stage.
Last year at this time, Product Hunt didn’t exist. Its founder, Ryan Hoover, was the Director of Product at gaming company PlayHaven and an active blogger, attracting a loyal but modest following. He couldn’t have anticipated what was to come. Kicked off in November 2013, Product Hunt has seen rapid hockey-stick growth. It’s become a known quantity in the media and among influencers. And the company just announced that it's part of Y Combinator’s current class of startup starlets. Suddenly, Hoover has found himself a tastemaker with a very high-powered audience.
Product Hunt is now the place to discover the “next big things” in tech. Every day, it curates a list of the top products and startups that people haven’t heard of yet and lets a widening yet select group of members upvote, comment and discuss. The result is a daily top 10 list of what people should be paying attention to across the industry. Founders are using it as a launch pad, investors as a hunting ground, and many others just to stay in the know.
Product Hunt may have started as an experimental side project, but in many ways its rise was keenly manufactured. In this exclusive interview, Hoover shares the tactics startups can use to capture attention early and build on it for success.
As Apple prepared to open its first retail store, Ron Johnson — the project’s chief architect — realized that the company was making a big mistake. The design was wrong, he told Steve Jobs, as they drove to the pre-launch meeting. The company was moving away from its focus on individual products toward becoming a holistic lifestyle spanning movies, music, and more — but the store didn’t reflect that shift. They needed to start over.
A few minutes later, Jobs was the one to announce that they’d be rethinking their approach to stores from scratch. It was largely on Johnson to make it happen — and what he delivered has fundamentally changed technology retail. Prior to Apple, he led Target’s successful rebrand. Since then, he failed to work the same magic for J.C. Penney. It’s safe to say, when it comes to retail, he’s seen it all.
As more startups like Birchbox, Bonobos and Warby Parker experiment with showrooms, retail best practices are evolving to embrace a hybrid model. In a recent talk at the Stanford Graduate School of Business, Johnson explained how brick-and-mortar strategies can fit into the consumer tech economy, and shared tactics for startups to break the digital barrier.
For 15 years, Phil King has been proving that design should have a seat at the leadership table — carrying equal weight on strategy and prioritization responsibilities with product, business, and engineering executives. Moving up the ranks at eBay before taking the reins as Director of User Experience and Design at Flickr, he contends that successful businesses are built on well-designed customer experiences, and that the best design leaders never let go of their roots in order to produce the best results.
Having led one of the world’s largest photo enthusiast communities (with over 100 million members) through a massive and closely-watched redesign, King has a lot to say about leading a team to create products users will love. In this exclusive interview, he talks about how designers can become strong design leaders and make change at companies of all sizes.