Sunday 18th March 2018
  • India warms up to co-working spaces!

    When it comes to office space, co-working, predominantly a concept and culture of the western world till one or two years ago, is fast catching up in Indian metro cities now. Co-working involves various individuals or start-ups sharing a common workplace environment with flexibility making them suitable for different kinds of occupiers. These co-working spaces through their new age workspace designs and best in class technology are well positioned to bring in benefits of shared economy to start-ups, MSMEs and corporates. Interestingly, according to a survey by PWC, millenials will form 50 per cent of the global workforce by 2020. With a special focus upon new workplace designs and work cultures, a large number of national and international co-working spaces are taking care of the holistic wellness of its employees by providing them sports and games facilities, gaming zones, spa, meditation and frustration zones to release the office blues, concierge services and large event areas for office parties and summits. Read more

  • The Decentralized Future Series - Bitcoin

    There is a massive divide between the promises of cryptocurrency and the use cases they currently support. Most skeptics point out reasonably that there's little to show regarding real adoption. At the same time, people in industry argue that they need time to finish the infrastructure before they can deliver game changing apps. And the tribalism clouding the topic doesn't help. There is room for dialogue that would benefit both sides. A good method for discovering startup ideas is to look into technological breakthroughs and think about what they unlock that wasn't possible before. In this introductory post, we are going to use this framework. We'll look at Bitcoin and consider potential use cases that we can directly deduce from its properties. We'll discuss the common counter-arguments and what needs to happen for each use case to become widely adopted. Continued here

  • Why Amartya Sen remains the century's great critic of capitalism

    Every major work on material inequality in the 21st century owes a debt to Sen. But his own writings treat material inequality as though the moral frameworks and social relationships that mediate economic exchanges matter. Famine is the nadir of material deprivation. But it seldom occurs - Sen argues - for lack of food. To understand why a people goes hungry, look not for catastrophic crop failure; look rather for malfunctions of the moral economy that moderates competing demands upon a scarce commodity. Material inequality of the most egregious kind is the problem here. But piecemeal modifications to the machinery of production and distribution will not solve it. The relationships between different members of the economy must be put right. Only then will there be enough to go around. Continued here

  • The keys to scaling yourself as a technology leader

    "Everyone sets out to build a great company where great employees all get along, work hard and profit," Adam Pisoni, founder of Yammer says. "In reality, more commonly you'll find yourself not trusting the people you work with and running around like madman trying to keep track of what everyone's doing. You'll end up slowing everyone down trying to make sure everyone is making the right decisions. You'll feel like if you don't have the pedal to the metal the whole time, the whole thing will collapse." At the heart of this problem is a widespread misconception of what it means to be a company leader. If you're a founder, you're probably laser-focused on building a great product. But earlier than you might imagine, you need to shift your thinking away from building a great product to building the company that builds the great product. It's a subtle but powerful distinction. If you're still required to answer every question, you're never going to scale, Pisoni says. More here

  • The magical benefits of the quitter's mindset

    "Leaving Kickstarter was so much harder than leaving Harvard," says Ellen Chisa, who was a leading product manager at the crowdfunding company. "When you love your co-workers and your office and the work you do every day, it's nearly impossible to leave. But working there became core to my identity, and realizing that is when I knew I had to let it go." She became so attached to the company that she was nearly convinced she couldn't do anything else. She'd joined because she's passionate about helping people support work they care about. She expressed that through building a more personal discovery experience (letting people find the projects they most identified with) and that work was done. "I kept thinking, 'How am I ever going to do anything as good as this again?'" More here

  • This Company Retains 95% of Its Employees - Here's Its Secret

    When people join Location Labs, they stay. The company boasts a 95% employee retention rate, and has never laid off an employee. So what's the secret? Hire promising people - who are in it for the right reasons, not the biggest compensation package - then toss them into the deep end. "I made plenty of mistakes along the way, but it's a place that understands that and appreciates that," says COO Joel Grossman. In this exclusive interview, Grossman describes what a high-retention culture looks like, and how to build one from scratch. He shares the tactics founders can use even before they start interviewing to boost their retention - and he explains why taking the time to figure out your company's personality, and communicate it candidly at every turn, is the single best investment you can make in your future. More here

  • The end of rational economics

    We are finally beginning to understand that irrationality is the real invisible hand that drives human decision making. It's been a painful lesson, but the silver lining may be that companies now see how important it is to safeguard against bad assumptions. Armed with the knowledge that human beings are motivated by cognitive biases of which they are largely unaware (a true invisible hand if there ever was one), businesses can start to better defend against foolishness and waste. The emerging field of behavioral economics offers a radically different view of how people and organizations operate. In this article I will examine a small set of long-held business assumptions through a behavioral economics lens. In doing so I hope to show not only that companies can do a better job of making their products and services more effective, their customers happier, and their employees more productive but that they can also avoid catastrophic mistakes. More here

  • Management is much more than a science

    Management is much more than a science
    Is it true that management is a science? And is it right to equate intellectual rigor with data analysis? If the answers to those questions are no and no - as suggested in this article - then how should managers arrive at their decisions? We'll set out an alternative approach for strategy making and innovation - one that relies less on data analysis and more on imagination, experimentation, and communication. More here

  • What I Wish I Knew When I Started My Company

    What I Wish I Knew When I Started My Company
    It's not often that you hit the ball out of the ballpark on your first swing, and all too often, the learning curve for entrepreneurs can be painful and expensive. Here are five things to keep in mind when starting up - 1. Focus on your Expertise 2. Execution trumps Ideas 3. Location matters 4. Hiring great talent takes longer than you think 5. Never underestimate the power of Customer Service. More here

  • How to Avoid Startup Suicide: Indecision

    How to Avoid Startup Suicide: Indecision
    Startups are more likely to die from suicide than homicide - Paul Graham.
    The above quote is so powerful and so true most companies die from self-inflicted wounds than from an external force (competition, economic downturn, etc.). To expand upon this further, Terry Lee believes there are two main types of startup suicide: toxic founder relationships and indecision. More here