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A Smart Bear

A Smart Bear
You can have two Big Things, but not three No you can't "have it all." You can have two things, but not three.
a year ago
A Smart Bear
Excuse me, is there a problem? Many startups fail despite identifying a real problem and building a product that solves that...
a year ago
95
a year ago
Many startups fail despite identifying a real problem and building a product that solves that problem. This explains why, so you can avoid their fate.
A Smart Bear
Disentangling the three languages: customers, product, and the business Stop talking past each other. Translate between the three "languages" of customer desires, product...
9 months ago
A Smart Bear
Learn by Copy In America we're trained that all copying is bad; of course plagiarism is, but perhaps we're...
10 months ago
80
10 months ago
In America we're trained that all copying is bad; of course plagiarism is, but perhaps we're throwing the baby out with the bathwater.
A Smart Bear
When you want to quit because it's just not worth it Are you crying in the shower because you can't handle it anymore? Beyond Impostor Syndrome: Complete...
a year ago
80
a year ago
Are you crying in the shower because you can't handle it anymore? Beyond Impostor Syndrome: Complete melt-down? Well, at least you're in good company.
A Smart Bear
How repositioning a product allows you to 8x its price You can charge much more than you think, if you reposition your value-proposition. Here's how.
a year ago
A Smart Bear
What a startup does to you. Or: A celebration of new life A startup is a crucible -- a fiery place that tests your limits, not by probing them but by...
a year ago
78
a year ago
A startup is a crucible -- a fiery place that tests your limits, not by probing them but by violently exceeding them, all of the time. It's worth it.
A Smart Bear
Adjacency Matrix: How to expand after PMF A simple workshop that evaluates new business ideas relative to your existing strengths -- the key...
9 months ago
77
9 months ago
A simple workshop that evaluates new business ideas relative to your existing strengths -- the key to expanding without overreaching.
A Smart Bear
In its emptiness, there is the function of a startup Everything about a startup changes over time. The few things that don't, are its essence. The voyage...
a year ago
75
a year ago
Everything about a startup changes over time. The few things that don't, are its essence. The voyage is meaningless, unless you decide what those things are.
A Smart Bear
For probabilities, use Fermi numbers, not words Don't use phrases like "unlikely" or "almost certainly." Here's real-world data showing why not, and...
a year ago
72
a year ago
Don't use phrases like "unlikely" or "almost certainly." Here's real-world data showing why not, and what to do instead.
A Smart Bear
Rare things become common at scale Software doesn't scale through architecture and automation alone. New, more difficult problems...
9 months ago
72
9 months ago
Software doesn't scale through architecture and automation alone. New, more difficult problems appear that didn't exist before, causing new downstream consequences.
A Smart Bear
Capturing luck with "or" instead of "and" Luck always plays a role in startups, but there are ways to better capture upside and mitigate...
9 months ago
A Smart Bear
It's a torturous chaos until it isn't Even at wildly successful startups, the first few years are gut-wrenching, uncertain, on the brink...
10 months ago
71
10 months ago
Even at wildly successful startups, the first few years are gut-wrenching, uncertain, on the brink of collapse, where pessimism is realism, and yet optimism is required.
A Smart Bear
Satisficing vs Maximizing Fast, or Best? Choose your decision-making goal wisely, especially if you're a natural...
a year ago
A Smart Bear
The Lindy Effect on startup potential On average, you're halfway to your final destination. How, then, do we not only double from here,...
8 months ago
A Smart Bear
Stop saying "fail" Language shapes our perception of setbacks. Use words other than "failure" to describe situations...
a year ago
67
a year ago
Language shapes our perception of setbacks. Use words other than "failure" to describe situations and to suggest the next step.
A Smart Bear
Your non-linear problem of 90% utilization Is everyone is working very hard, all the time, and yet accomplishing 1/10th of what it seems they...
a year ago
67
a year ago
Is everyone is working very hard, all the time, and yet accomplishing 1/10th of what it seems they should? Maybe this is why.
A Smart Bear
When customers are "willing" to pay This fresh take on "Willingness-to-Pay" analyzes three types of customer motivation, leading to...
a year ago
67
a year ago
This fresh take on "Willingness-to-Pay" analyzes three types of customer motivation, leading to superior strategies for growth that also better the world.
A Smart Bear
The only way to guarantee startup success What is it like to reach the pinnacle of success? Is that where you attain happiness and...
a year ago
64
a year ago
What is it like to reach the pinnacle of success? Is that where you attain happiness and fulfillment? Or are those found right here, right now.
A Smart Bear
Solving the Low-Budget Online Marketing Dilemma Low on cash but need marketing results? Here are four specific things you can do to grow on a...
2 months ago
A Smart Bear
When you have nothing: How to find potential customers to interview How do you find potential customers to interview before you have a product, a website, or even a...
2 months ago
A Smart Bear
Procrastinate for Success! Procrastination can be a useful tool. You can't do everything. So don't.
7 months ago
A Smart Bear
How much of success is luck? "You're so lucky." That's true. There's also decades of sacrifice, emotional turmoil, long hours,...
7 months ago
57
7 months ago
"You're so lucky." That's true. There's also decades of sacrifice, emotional turmoil, long hours, perseverance. So… is it lucky?
A Smart Bear
The Serengeti Plain: Fallacies that aren't fallacies A contrarian look at logical "fallacies" that maybe aren't so illogical after all.
4 months ago
A Smart Bear
Double your productivity without more work or stress People love to say that getting "1% better per day" makes you 37x better after a year, but this...
6 months ago
54
6 months ago
People love to say that getting "1% better per day" makes you 37x better after a year, but this obviously makes no sense. But 2x better is possible.
A Smart Bear
Profitable on day one! You're not profitable if you couldn't afford someone else to do your job. $1000/mo isn't profitable....
6 months ago
53
6 months ago
You're not profitable if you couldn't afford someone else to do your job. $1000/mo isn't profitable. Fix your definition of "profitable," and build a truly profitable business.
A Smart Bear
The Code is your Enemy A short pep talk I delivered to kick off a Three-Day Startup challenge event. And overwhelming...
5 months ago
53
5 months ago
A short pep talk I delivered to kick off a Three-Day Startup challenge event. And overwhelming confirmation that the lesson is correct.
A Smart Bear
"It's a Balance" isn't always the answer Resolve decision-making conflicts by selecting the right approach: Make a bold choice, synthesize a...
8 months ago
53
8 months ago
Resolve decision-making conflicts by selecting the right approach: Make a bold choice, synthesize a new solution, or find the balance.
A Smart Bear
Why startup biz dev deals almost never get done Startups fail at biz dev because their proposals don't make sense to bigger companies. Here's how to...
4 months ago
52
4 months ago
Startups fail at biz dev because their proposals don't make sense to bigger companies. Here's how to adjust your approach.
A Smart Bear
Being who you are, while becoming better We're told "be yourself" to seek happiness and success. But what if "being yourself" also means...
8 months ago
52
8 months ago
We're told "be yourself" to seek happiness and success. But what if "being yourself" also means striving to become better? What is "yourself?"
A Smart Bear
Explore vs Execute The two main business modalities are more different than you expect. When you hit PMF, it's a...
a month ago
52
a month ago
The two main business modalities are more different than you expect. When you hit PMF, it's a culture-shift to switch from one to the other.
A Smart Bear
Individual efficiency vs administrative efficiency When to prioritize individual autonomy, and when to standardize for global optimization.
6 months ago
A Smart Bear
You're a little company, now act like one You're afraid that looking like being a small company means you'll lose sales. It's actually the...
4 months ago
51
4 months ago
You're afraid that looking like being a small company means you'll lose sales. It's actually the opposite -- you're alienating your best customers.
A Smart Bear
No wait, of course THAT is the single most important SaaS metric Is it LTV? Retention? NRR? Magic Number? Rule of 40? Or: Do you need to un-ask the question.
3 months ago
A Smart Bear
p-Hacking your A/B tests Half of your "successful" A/B tests are false-positives. This is why, and how to fix it.
3 months ago
A Smart Bear
"Authentic" is dead. And so is "is dead." It's lazy writing. It's boring and undifferentiated. Say something meaningful, specific, evocative,...
6 months ago
49
6 months ago
It's lazy writing. It's boring and undifferentiated. Say something meaningful, specific, evocative, so your website wins, and you can be proud of it.
A Smart Bear
Ignoring the Wisdom of Crowds Discover how to leverage the wisdom of the crowds, but also when to avoid it, as it can easily lead...
5 months ago
48
5 months ago
Discover how to leverage the wisdom of the crowds, but also when to avoid it, as it can easily lead you astray.
A Smart Bear
Not disruptive, and proud of it I remember "disruptive" when it was called a "paradigm shift." You should be worrying more about...
7 months ago
48
7 months ago
I remember "disruptive" when it was called a "paradigm shift." You should be worrying more about making something people want to buy, and less about disrupting everything.
A Smart Bear
Hello, I'm 1074018628 Is "customer service" a genuine service? Or is it a shield so that most people at your company never...
9 months ago
48
9 months ago
Is "customer service" a genuine service? Or is it a shield so that most people at your company never have to speak to one of those pesky customers?
A Smart Bear
The Startup Drake Equation Why do smart, driven founders fail, despite having great ideas and execution? This model offers an...
2 weeks ago
48
2 weeks ago
Why do smart, driven founders fail, despite having great ideas and execution? This model offers an answer, and a path to increase the chance of success.
A Smart Bear
Rich vs. King in the Real World: Why I sold my company Reflecting on selling Smart Bear in 2007, offering insights for entrepreneurs facing similar...
a year ago
A Smart Bear
How annual pre-pay creates an infinite marketing budget Dozens of founders have used this technique to transform the cash-flow of their businesses. Now it's...
7 months ago
A Smart Bear
Using the Needs Stack for competitive strategy This simple method positions your product to be more valuable, especially against competitors who...
a year ago
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a year ago
This simple method positions your product to be more valuable, especially against competitors who aim to disrupt you, or you them.
A Smart Bear
Avoid blundering: 80% of a winning strategy Why do startups typically fail? It turns out that "avoiding those things" is already a plan for...
10 months ago
A Smart Bear
A life-changing challenge guided by Pascal's Wager Applying Pascal's Wager: Humility wins, arrogance loses.
3 months ago
A Smart Bear
Brittle Points: How to make companies robust Brittleness is when the company fails because just one component breaks. Learn some strategies for...
2 months ago
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2 months ago
Brittleness is when the company fails because just one component breaks. Learn some strategies for fixing Brittle Points.
A Smart Bear
Human + Fallible = Love; Corporate + Sterile = Refund People love and forgive humans, not corporations. Expose your humanity to earn loyal, happy...
5 months ago
45
5 months ago
People love and forgive humans, not corporations. Expose your humanity to earn loyal, happy customers, even when you mess up.
A Smart Bear
The fundamental forces of scale These forces make larger companies slower and more difficult to execute, but also more effective...
a year ago
45
a year ago
These forces make larger companies slower and more difficult to execute, but also more effective when harnessed and leveraged.
A Smart Bear
The "Convergent" theory of finding truth in darkness How to tell the difference between a truly great startup idea, and people saying "Sure, sounds good"...
10 months ago
45
10 months ago
How to tell the difference between a truly great startup idea, and people saying "Sure, sounds good" when they really mean "No, I'm not buying."
A Smart Bear
Stubborn Visionaries & Pigheaded Fools How do you know when to stop, versus when to push through? You don't, not even in hindsight. But...
11 months ago
45
11 months ago
How do you know when to stop, versus when to push through? You don't, not even in hindsight. But these guiding questions can help.
A Smart Bear
The mid-market briar patch Mid-sized companies: Small enough to have small budgets, big enough for bureaucratic nightmares.
6 months ago
A Smart Bear
Easy statistics for A/B testing and hamsters A/B testing tools often lie about whether something is "statistically significant." Here's an...
a year ago
43
a year ago
A/B testing tools often lie about whether something is "statistically significant." Here's an extremely simple, mathematically sound formula to compute it for yourself.
A Smart Bear
Legacy Humans have always tried to live forever. Maybe you can, but not in the way you imagine.
5 months ago
A Smart Bear
When should a decision be fast, or slow? Decisions should usually be made quickly, to accelerate action and learning. But sometimes it really...
a year ago
42
a year ago
Decisions should usually be made quickly, to accelerate action and learning. But sometimes it really is smarter to take your time. Here's how to decide.
A Smart Bear
Pivot Points Not "enabling constraints", not "weaknesses", not even "strengths". The concept of a "Pivot Point"...
4 months ago
42
4 months ago
Not "enabling constraints", not "weaknesses", not even "strengths". The concept of a "Pivot Point" grapples with the same reality, but more constructive and useful.
A Smart Bear
Tech Support is sales Tech support isn't just troubleshooting; it's the face of your company. Which means it's your brand,...
3 months ago
42
3 months ago
Tech support isn't just troubleshooting; it's the face of your company. Which means it's your brand, your positioning, and when it's excellent, it is sales.
A Smart Bear
The three kinds of leverage that anchor effective strategies Leveraging strengths -- not "fixing weaknesses" -- is how to win. Better when differentiated. Best...
a year ago
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a year ago
Leveraging strengths -- not "fixing weaknesses" -- is how to win. Better when differentiated. Best when durable. Here's how to create leverage.
A Smart Bear
Easy to criticize, hard to create It's easy to explain why any given business will fail. So what? But neither is it wise to totally...
a year ago
41
a year ago
It's easy to explain why any given business will fail. So what? But neither is it wise to totally ignore the critics.
A Smart Bear
Navigating the unpredictability of everything We dramatically, repeatedly fail predict the future. Does that mean "strategy" is senseless? No, it...
a year ago
41
a year ago
We dramatically, repeatedly fail predict the future. Does that mean "strategy" is senseless? No, it means you need these techniques to navigate a volatile world.
A Smart Bear
The Pattern-Seeking Fallacy We humans are terrible at discerning patterns from randomness, and in marketing data we unwittingly...
11 months ago
41
11 months ago
We humans are terrible at discerning patterns from randomness, and in marketing data we unwittingly find "insights" that are actually noise. Here's how to fix that.
A Smart Bear
Business Advice Plagued by Survivor Bias Advice from "successful entrepreneurs" might be unreliable due to Survivor Bias. What's real, and...
a year ago
A Smart Bear
What makes a strategy great Most so-called "strategies" are vague, wishful thinking, written once and never seen again. Don't do...
a year ago
40
a year ago
Most so-called "strategies" are vague, wishful thinking, written once and never seen again. Don't do that. These are the characteristics of great strategy.
A Smart Bear
How startups beat incumbents A startup can beat a large, successful incumbent, if it does things the incumbent can not or will...
12 months ago
40
12 months ago
A startup can beat a large, successful incumbent, if it does things the incumbent can not or will not do. Here are those things.
A Smart Bear
Scars Our emotional baggage and experience make us unique, but also serve as blinders.
2 months ago
A Smart Bear
Color Wheels are wrong? How color vision actually works Artists say all colors are a mixture of red, yellow, and blue. But physics and TV screens and...
11 months ago
39
11 months ago
Artists say all colors are a mixture of red, yellow, and blue. But physics and TV screens and printers disagree. How does color really work?
A Smart Bear
Discount gambit Discounting is the typical sales technique, but refusing to discount can lead to a much better...
a year ago
39
a year ago
Discounting is the typical sales technique, but refusing to discount can lead to a much better business, even in the Enterprise.
A Smart Bear
The Important Thing -- powerful enough to override all your deficiencies This is the reason that startups succeed despite their many weaknesses. And it's a reason to build a...
a month ago
A Smart Bear
"Stealth mode" and other f'ing brilliant strategies Oh you secretive devil! The last thing you need is anyone finding out about your startup. Like...
a month ago
37
a month ago
Oh you secretive devil! The last thing you need is anyone finding out about your startup. Like competitors. Or customers.
A Smart Bear
How to measure the accuracy of forecasts How do you assess forecasts, when the forecast is only a probability? It's not just about accuracy....
a year ago
36
a year ago
How do you assess forecasts, when the forecast is only a probability? It's not just about accuracy. Let's dive into the math.
A Smart Bear
Pick one and own it What if your company could have only one single advantage over the competition? This exercise will...
a year ago
36
a year ago
What if your company could have only one single advantage over the competition? This exercise will make your positioning and strategy stronger.
A Smart Bear
Intense Asymmetry and Self-Flagellation Erica Douglass sold her company for $1M, yet still struggles with self-worth; why driven people...
2 months ago
36
2 months ago
Erica Douglass sold her company for $1M, yet still struggles with self-worth; why driven people can't escape Impostor Syndrome.
A Smart Bear
Selecting the right product metrics A novel system for selecting and presenting product KPIs, satisfying not only the product team, but...
a year ago
35
a year ago
A novel system for selecting and presenting product KPIs, satisfying not only the product team, but also stakeholders, executives, and customers.
A Smart Bear
A butterfly flaps its wings and you make a sale It is true that small changes can have enormous effects? Or is this just what optimization...
a month ago
34
a month ago
It is true that small changes can have enormous effects? Or is this just what optimization consultants want us to believe?
A Smart Bear
You're a real company when… What marks the moment when you become a "real" company?
a year ago
A Smart Bear
Product/Market Fit: Experience & Data Companies that achieve Product/Market Fit -- both self-funded and VC-funded -- exhibit the same...
a year ago
33
a year ago
Companies that achieve Product/Market Fit -- both self-funded and VC-funded -- exhibit the same prototypical metrics curves and subjective experiences.
A Smart Bear
In command Being "in control" is impossible, perhaps not even desirable. Being "in command" is ideal: honest,...
a year ago
33
a year ago
Being "in control" is impossible, perhaps not even desirable. Being "in command" is ideal: honest, introspective, agile, aware, and proactive.
A Smart Bear
Your customers hate MVPs. Make a SLC instead. "MVP" is a selfish process, abusing customers so you can "learn." SLC is an alternate philosophy...
a year ago
32
a year ago
"MVP" is a selfish process, abusing customers so you can "learn." SLC is an alternate philosophy that results in fast, validated learning, that customers love.
A Smart Bear
Metrics that cannot even be measured in retrospect Some of the most enticing, important metrics are impossible to measure, even after the fact. Here's...
a year ago
31
a year ago
Some of the most enticing, important metrics are impossible to measure, even after the fact. Here's now to identify and avoid this trap.
A Smart Bear
Distributed Logical Time Properly ordering events in time is notoriously difficult in distributed systems. This algorithm is...
over a year ago
31
over a year ago
Properly ordering events in time is notoriously difficult in distributed systems. This algorithm is a simple, decentralized, scalable, constant-memory mechanism for independent replicas to record events in time, such that “happened-before” is preserved in almost all cases.
A Smart Bear
"ROI" is the wrong way to sell your product Customers ask for ROI calculations to justify purchasing your software, but it still doesn't...
a year ago
31
a year ago
Customers ask for ROI calculations to justify purchasing your software, but it still doesn't convince them. Here's what to do instead.
A Smart Bear
The "errors" that mean you're doing it right Some things appear to be mistakes, but in fact should be celebrated as the expected outcomes of...
a year ago
A Smart Bear
Deciding whether an investment is worthwhile Why "expected value" doesn't work; here's a better framework for making long-term investments in...
a year ago
30
a year ago
Why "expected value" doesn't work; here's a better framework for making long-term investments in your career, startup, and life.
A Smart Bear
Change: Damned if you do, damned more if you don't Everyone wants change, but doesn't want to change. Though inevitable, change is uncomfortable and...
a year ago
30
a year ago
Everyone wants change, but doesn't want to change. Though inevitable, change is uncomfortable and exhausting. Manage it with kindness.
A Smart Bear
The roadmap to Product/Market Fit… maybe This eight-step process brought WP Engine from an idea to a Unicorn. While there are other roads to...
a year ago
30
a year ago
This eight-step process brought WP Engine from an idea to a Unicorn. While there are other roads to Product/Market Fit, consider copying some of these ideas.
A Smart Bear
How many things should there be? (Hint: Not 10) If we happened to evolve with nine fingers, we would have "Top 9" lists. So, a "Top 10" list...
a year ago
29
a year ago
If we happened to evolve with nine fingers, we would have "Top 9" lists. So, a "Top 10" list probably doesn't have the correct number of things.
A Smart Bear
Finding Fulfillment What creates a fulfilling existence? Exploring the question from different directions leads to a...
over a year ago
28
over a year ago
What creates a fulfilling existence? Exploring the question from different directions leads to a framework I’ve used for years for myself and the people around me. I hope it helps you too.
A Smart Bear
Distributed Logical Time Properly ordering events in time is notoriously difficult in distributed systems. This algorithm is...
over a year ago
28
over a year ago
Properly ordering events in time is notoriously difficult in distributed systems. This algorithm is a simple, decentralized, scalable, constant-memory mechanism for independent replicas to record events in time, such that “happened-before” is preserved in almost all cases.
A Smart Bear
Selling to Carol: Why targeting an ICP brings 10x more customers than you expected Targeting your "Ideal Customer Profile" (ICP) is the best way to differentiate and win sales, but...
a year ago
A Smart Bear
Productive meeting activities: Leverage the team, empower the individual Meetings are most productive when we create something that none of us could have created alone. How...
over a year ago
27
over a year ago
Meetings are most productive when we create something that none of us could have created alone. How can we leverage the wisdom of the crowd, while ensuring that decisions and responsibilities continue to reside with an individual?
A Smart Bear
Finding Fulfillment What creates a fulfilling existence? Exploring the question from different directions leads to a...
over a year ago
26
over a year ago
What creates a fulfilling existence? Exploring the question from different directions leads to a framework I’ve used for years for myself and the people around me. I hope it helps you too.
A Smart Bear
The Fairytale Narrative: Structured strategic planning Traditional fairytale structure fits naturally in our brains, and thus can guide strategic...
a year ago
26
a year ago
Traditional fairytale structure fits naturally in our brains, and thus can guide strategic problem-analysis, and a plan that everyone understands.
A Smart Bear
Productive meeting activities: Leverage the team, empower the individual Meetings are most productive when we create something that none of us could have created alone. How...
over a year ago
26
over a year ago
Meetings are most productive when we create something that none of us could have created alone. How can we leverage the wisdom of the crowd, while ensuring that decisions and responsibilities continue to reside with an individual?
A Smart Bear
The "Talk vs Walk" framework This exercise we invented at WP Engine is surprisingly useful in engaging both Marketing and...
over a year ago
26
over a year ago
This exercise we invented at WP Engine is surprisingly useful in engaging both Marketing and Product, generating actions for both sides that make products more desirable and competitive.
A Smart Bear
JIT selection from independent streams: An alternative to the “big backlog” of work We’re often told that a “single-threaded, ordered list” is the correct way to prioritize the work of...
over a year ago
26
over a year ago
We’re often told that a “single-threaded, ordered list” is the correct way to prioritize the work of the future, however this confuses “prioritization” with “work-planning,” and forces the comparison of un-comparable things. Here’s how to solve those problems.
A Smart Bear
Moats: Durable competitive advantage Industries commoditize over time, delivering similar products at similar prices resulting in low...
over a year ago
25
over a year ago
Industries commoditize over time, delivering similar products at similar prices resulting in low profit. Like entropy, this is the inevitable fate of a company, unless it exerts intentional force to the contrary. Moats are this force, and your strategy must identify how to create...
A Smart Bear
The Impossible Product Manager, a.k.a. the "Great" Product Manager According to the Internet, being a Product Manager is impossible. Can you ever measure up? No, but...
over a year ago
25
over a year ago
According to the Internet, being a Product Manager is impossible. Can you ever measure up? No, but don’t worry, there’s a better answer.
A Smart Bear
Pricing determines your business model Pricing is inextricably linked to brand, product, and purchasing decisions. It cannot be "figured...
over a year ago
25
over a year ago
Pricing is inextricably linked to brand, product, and purchasing decisions. It cannot be "figured out later," because determines your business model today.
A Smart Bear
Fermi ROI: Fixing the ROI rubric “Maximum value in minimum time.” Sounds good in theory, but traditional rubrics surreptitiously fail...
over a year ago
25
over a year ago
“Maximum value in minimum time.” Sounds good in theory, but traditional rubrics surreptitiously fail to produce the best answers, and fail to create explanations that help others understand why they’re the best answers. This system works.
A Smart Bear
The Iterative-Hypothesis customer development method A simple but effective system for generating insights about how your potential customers think, what...
over a year ago
25
over a year ago
A simple but effective system for generating insights about how your potential customers think, what they need, and what they’ll buy. This method has been used both to reject startup ideas and to validate WP Engine before it had any customers (it is now a Unicorn).
A Smart Bear
Building in public forces true competitive advantage “Building in public” is increasingly popular. It’s fun to have strangers cheering you on, and it...
over a year ago
24
over a year ago
“Building in public” is increasingly popular. It’s fun to have strangers cheering you on, and it creates a self-imposed accountability. But doesn’t it ruin competitive advantage when your competitors can steal your source code and know the salaries of your employees and whether...
A Smart Bear
The practical application of "Rocks, Pebbles, Sand" You’ve probably seen this analogy before, but many real-world complications get in the way of...
over a year ago
24
over a year ago
You’ve probably seen this analogy before, but many real-world complications get in the way of actually doing it. It’s not just about how big tasks are, but about using different frameworks to prioritize each, and following certain guidelines about how to construct sprints.
A Smart Bear
The practical application of "Rocks, Pebbles, Sand" You’ve probably seen this analogy before, but many real-world complications get in the way of...
over a year ago
24
over a year ago
You’ve probably seen this analogy before, but many real-world complications get in the way of actually doing it. It’s not just about how big tasks are, but about using different frameworks to prioritize each, and following certain guidelines about how to construct sprints.
A Smart Bear
The Elephant in the room: The myth of exponential hypergrowth Fast-growing startups are frequently described as “exponential,” especially when the product is...
over a year ago
24
over a year ago
Fast-growing startups are frequently described as “exponential,” especially when the product is “viral.” Turns out, this is incorrect, even for Facebook and Slack. If you have an incorrect model, you don’t understand growth, which means you can’t control it, nor predict it. Here...
A Smart Bear
JIT selection from independent streams: An alternative to the “big backlog” of work We’re often told that a “single-threaded, ordered list” is the correct way to prioritize the work of...
over a year ago
24
over a year ago
We’re often told that a “single-threaded, ordered list” is the correct way to prioritize the work of the future, however this confuses “prioritization” with “work-planning,” and forces the comparison of un-comparable things. Here’s how to solve those problems.
A Smart Bear
The Iterative-Hypothesis customer development method A simple but effective system for generating insights about how your potential customers think, what...
over a year ago
24
over a year ago
A simple but effective system for generating insights about how your potential customers think, what they need, and what they’ll buy. This method has been used both to reject startup ideas and to validate WP Engine before it had any customers (it is now a Unicorn).
A Smart Bear
The Impossible Product Manager, a.k.a. the "Great" Product Manager According to the Internet, being a Product Manager is impossible. Can you ever measure up? No, but...
over a year ago
23
over a year ago
According to the Internet, being a Product Manager is impossible. Can you ever measure up? No, but don’t worry, there’s a better answer.
A Smart Bear
Distributed Logical Time Properly ordering events in time is notoriously difficult in distributed systems. This algorithm is...
over a year ago
23
over a year ago
Properly ordering events in time is notoriously difficult in distributed systems. This algorithm is a simple, decentralized, scalable, constant-memory mechanism for independent replicas to record events in time, such that “happened-before” is preserved in almost all cases.
A Smart Bear
When being “first” is not a competitive advantage Is it good to be “first?” It seems so – what’s the point of building a product that does nothing...
over a year ago
23
over a year ago
Is it good to be “first?” It seems so – what’s the point of building a product that does nothing new? On the surface being “first” sounds impressive, implying innovation and leadership. But reality is different.
A Smart Bear
Extreme questions to trigger new, better ideas It is difficult to brainstorm fresh, transformative ideas. Telling everyone that “no idea is a bad...
over a year ago
23
over a year ago
It is difficult to brainstorm fresh, transformative ideas. Telling everyone that “no idea is a bad idea” isn’t enough of a prompt. These questions will stretch you beyond your daily experience; if you’re lucky, they could even lead to a unique business model and a long-term...
A Smart Bear
The Elephant in the room: The myth of exponential hypergrowth Fast-growing startups are frequently described as “exponential,” especially when the product is...
over a year ago
23
over a year ago
Fast-growing startups are frequently described as “exponential,” especially when the product is “viral.” This turns out to be incorrect, even for Facebook and Slack. If your model is incorrect, you don’t understand growth, which means you can’t control it, nor predict it. Here is...
A Smart Bear
AI startups require new strategies: This time it's actually different The typical dynamics between startups and incumbents do not apply in AI as they did in previous...
11 months ago
23
11 months ago
The typical dynamics between startups and incumbents do not apply in AI as they did in previous technology revolutions like mobile and the Internet. Ignore this at your peril.
A Smart Bear
Jason Cohen: About the author Thanks for visiting. As a four-time entrepreneur, both bootstrapped and fundraised, resulting in two...
over a year ago
23
over a year ago
Thanks for visiting. As a four-time entrepreneur, both bootstrapped and fundraised, resulting in two exits and two unicorns, I’ve been writing about startups for 16 years. I hope you’ll find it useful! As founder # Currently I’m the Chief Innovation Officer of WP Engine, which I...
A Smart Bear
Who's lying? Pilots use multiple dials, employing different sources of energy, to report identical data, because...
over a year ago
23
over a year ago
Pilots use multiple dials, employing different sources of energy, to report identical data, because they understand that in a dashboard full of information, something is always lying to you. The lesson is useful for data and metrics at our companies.
A Smart Bear
Binstack: Making a maximal multi-dimensional decision Rubrics are often used to select the best option in a multi-dimensional decision space. However,...
over a year ago
23
over a year ago
Rubrics are often used to select the best option in a multi-dimensional decision space. However, they often do not clearly identify a winner, nor do they result in an explanation of the decision that is easily communicated to others, especially those whose favorite option was...
A Smart Bear
Failure to face the truth This concept recurs in different forms throughout myriad books, frameworks, and topics, across...
over a year ago
23
over a year ago
This concept recurs in different forms throughout myriad books, frameworks, and topics, across decades of time. When something is so consistent, it must be wisdom.
A Smart Bear
Fermi ROI: Fixing the ROI rubric “Maximum value in minimum time.” Sounds good in theory, but traditional rubrics surreptitiously fail...
over a year ago
23
over a year ago
“Maximum value in minimum time.” Sounds good in theory, but traditional rubrics surreptitiously fail to produce the best answers, and fail to create explanations that help others understand why they’re the best answers. This system works.
A Smart Bear
Binstack: Making a maximal multi-dimensional decision Binstack is the best way to select a “single most impactful” solution when there are multiple...
over a year ago
23
over a year ago
Binstack is the best way to select a “single most impactful” solution when there are multiple dimensions to evaluate, even when those dimensions cannot be compared to each other. People often reach for the “rubric” for such puzzles, but rubrics often do not clearly identify a...
A Smart Bear
Building in public forces true competitive advantage “Building in public” is increasingly popular. It’s fun to have strangers cheering you on, and it...
over a year ago
22
over a year ago
“Building in public” is increasingly popular. It’s fun to have strangers cheering you on, and it creates a self-imposed accountability. But doesn’t it ruin competitive advantage when your competitors can steal your source code and know the salaries of your employees and whether...
A Smart Bear
Extreme questions to trigger new, better ideas It is difficult to brainstorm fresh, transformative ideas. Telling everyone that “no idea is a bad...
over a year ago
22
over a year ago
It is difficult to brainstorm fresh, transformative ideas. Telling everyone that “no idea is a bad idea” isn’t enough of a prompt. These questions will stretch you beyond your daily experience; if you’re lucky, they could even lead to a unique business model and a long-term...
A Smart Bear
The "Talk vs Walk" framework This exercise we invented at WP Engine is surprisingly useful in engaging both Marketing and...
over a year ago
22
over a year ago
This exercise we invented at WP Engine is surprisingly useful in engaging both Marketing and Product, generating actions for both sides that make products more desirable and competitive.
A Smart Bear
When being “first” is not a competitive advantage Is it good to be “first?” It seems so – what’s the point of building a new startup that does nothing...
over a year ago
22
over a year ago
Is it good to be “first?” It seems so – what’s the point of building a new startup that does nothing new? On the surface being “first” sounds impressive, implying innovation and leadership. But reality is different.
A Smart Bear
Moats: Durable competitive advantage Industries commoditize over time, delivering similar products at similar prices resulting in low...
over a year ago
22
over a year ago
Industries commoditize over time, delivering similar products at similar prices resulting in low profit. Like entropy, this is the inevitable fate of a company, unless it exerts intentional force to the contrary. Moats are this force, and your strategy must identify how to create...
A Smart Bear
Failure to face the truth This concept recurs in different forms throughout myriad books, frameworks, and topics, across...
over a year ago
21
over a year ago
This concept recurs in different forms throughout myriad books, frameworks, and topics, across decades of time. When something is so consistent, it must be wisdom.
A Smart Bear
Who's lying? Pilots use multiple dials, employing different sources of energy, to report identical data, because...
over a year ago
20
over a year ago
Pilots use multiple dials, employing different sources of energy, to report identical data, because they understand that in a dashboard full of information, something is always lying to you. The lesson is useful for data and metrics at our companies.
A Smart Bear
Why I feel like a fraud (Impostor Syndrome) Most high-performing people experience Impostor Syndrome. I did too. When you understand the cause,...
a year ago
18
a year ago
Most high-performing people experience Impostor Syndrome. I did too. When you understand the cause, you can defeat it.
A Smart Bear
Worse, but unique An objectively "worse" strategy can win, if it leverages something unique or unexpected. Startups...
a year ago
18
a year ago
An objectively "worse" strategy can win, if it leverages something unique or unexpected. Startups can use this concept to beat incumbents.
A Smart Bear
Startup identity & the sadness of a successful exit Many founders experience a profound and prolonged sadness after selling their company. But "not...
a year ago
18
a year ago
Many founders experience a profound and prolonged sadness after selling their company. But "not selling" might be worse. Maybe my story will help you.
A Smart Bear
The unfortunate math behind consulting companies Hiring even one person creates a lot less profit than you'd think, and launching a product rarely...
a year ago
17
a year ago
Hiring even one person creates a lot less profit than you'd think, and launching a product rarely works out. Here are some tips for consulting companies.
A Smart Bear
On the (un?)importance of design You redesign your entire website, customers and employees say it's better, but none of the metrics...
3 weeks ago
16
3 weeks ago
You redesign your entire website, customers and employees say it's better, but none of the metrics change… Does design even matter?
A Smart Bear
Never say "no," but rarely say "yes." "Focus" requires saying "no" to most things, but there's a way to do it that allows you to say "yes"...
a year ago
14
a year ago
"Focus" requires saying "no" to most things, but there's a way to do it that allows you to say "yes" exactly when it matters most.
A Smart Bear
Reputation isn't as powerful as you imagine Blogger with tens of thousands of subscribers launches a new venture… and gets only 2 signups. Not...
a year ago
13
a year ago
Blogger with tens of thousands of subscribers launches a new venture… and gets only 2 signups. Not the advantage you thought it was.
A Smart Bear
More money if you do, more money if you don't A business always takes more money than you expect, even when you take this fact into account....
a year ago
A Smart Bear
Distinguishing constructive criticism from bad business advice Beware of advice that tries to change who you are. True wisdom guides you to a better version of...
a year ago
A Smart Bear
Our unhealthy fixation with emulating #1 Being "undefeated" or "#1" might be more luck than you know.
a week ago
A Smart Bear
How to select your first marketing channel When you're brand new, how do you select your first marketing channel?
6 days ago
A Smart Bear
Ballad of The Lean Startup An ode to validated learning.
over a year ago
A Smart Bear
Put down the compiler until you learn why they're not buying Technical founders, step away from the code. Gather insights from non-buyers, rather than just...
over a year ago
A Smart Bear
What if there isn't another 10x? What if your tech company has peaked? Is relentless growth the only path, or is it time to redefine...
over a year ago
1
over a year ago
What if your tech company has peaked? Is relentless growth the only path, or is it time to redefine your true impact on the world?
A Smart Bear
Which is better: Many customers at low price-point or few at high price? Which is better: Two companies have the same revenue, one from a few large customers and the other...
over a year ago
A Smart Bear
Telling the 800-lb Gorilla to Shove it up his Ass You worry about competition from the big, brand-name, deep-pocketed company. But there are better...
over a year ago
1
over a year ago
You worry about competition from the big, brand-name, deep-pocketed company. But there are better things to worry about and ways to avoid running into gorillas in the first place.
A Smart Bear
Hiring Employee #1 If you want another pair of hands to screw things up, how do you acquire resumes, pair them down,...
over a year ago
1
over a year ago
If you want another pair of hands to screw things up, how do you acquire resumes, pair them down, and identify someone who is going to work well in your company?
A Smart Bear
Yes, but who said they'd actually BUY the damn thing? Have a great idea? Prove it by finding ten customers ready to hand over cash. Everything else is...
over a year ago
A Smart Bear
Letters to Joel Spolsky I regret to inform you…
over a year ago
A Smart Bear
Breaking the Rules When you know the rules, then you can break the rules.
over a year ago
A Smart Bear
The "Opposite Test" Elevate your product marketing: Use the Opposite Test to avoid generic bullet points and craft...
over a year ago
1
over a year ago
Elevate your product marketing: Use the Opposite Test to avoid generic bullet points and craft compelling, unique features.
A Smart Bear
Enough with the "expert" guilt Tired of being told you need "10,000 hours" before you can call yourself an "expert," and maybe...
over a year ago
1
over a year ago
Tired of being told you need "10,000 hours" before you can call yourself an "expert," and maybe become a "success?" Maybe you don't.