Pinboard (jerryking)
https://pinboard.in/u:jerryking/public/
recent bookmarks from jerrykingWhat Happened When the Olive-Oil Startup Apologized2023-01-18T21:17:14+00:00
https://www.wsj.com/articles/sorry-graza-olive-oil-apology-11673476845?mod=business_major_pos1
jerryking>growing pains<< of a startup when it struggled to keep up with the demand of its first holiday season. Orders came faster than expected [i.e. = "demand spikes"] after the olive oils were featured in hundreds of gift guides. Customers felt deceived when they ordered three sets, expecting they would get three separate packages of Sizzle and Drizzle, only to receive a single box of six loose bottles. Some came dented. Others came with a peeling logo. Stragglers came late after a blizzard and bomb cyclone delayed shipments. It wasn’t exactly a crisis, but Mr. Benin wasn’t proud of Graza’s performance, and he took responsibility.
“Hello very important Graza person,” he wrote on Dec. 29. “I’ll try to keep things brief as we all have better things to do than read long emails from your favorite olive oil company.” ......his brief email was 835 words. Mr. Benin outlined the most frequent complaints, explained the ones he could and said he was sorry for all of them. It didn’t matter that many satisfied customers would be perplexed by his email or that he was disclosing problems most of them hadn’t noticed. This was the closest he could get to sending 35,544 handwritten notes of apology.
Marjorie Ingall, the co-author of the new book “Sorry, Sorry, Sorry,” has written about apologies for a decade on the blog SorryWatch and says the rules are the same for adults, children, airlines and olive-oil startups:
1. Say you’re sorry.
2. For what you did.
3. Show you understand why it was bad.
4. Only explain if you need to; don’t make excuses.
5. Say why it won’t happen again.
6. Offer to make up for it.
The most effective apologies come with a financial cost,
There was something unconventional about the most conventional part of Graza’s apology. Instead of rounding up to $5, the company provided anyone who ordered bottles in the past two months with a promo code for $4.43, which Mr. Benin said was the most it could afford. That weirdly specific number suggested it really was. In other words, giving less earned more trust with customers.
The curious thing about a >>memorable<< apology is that it can leave a company in a better position than before it had any reason to apologize.
]]>apologies atonement business demand_spikes empathy fulfillment growing_pains olive_oils psychology small_business start_ups memorablenesshttps://pinboard.in/https://pinboard.in/u:jerryking/b:90da7f4f4509/Developing a business strategy by combining machine learning with sensitivity analysis | AWS Machine Learning Blog2021-03-12T00:16:49+00:00
https://aws.amazon.com/blogs/machine-learning/developing-a-business-strategy-by-combining-machine-learning-with-sensitivity-analysis/
jerrykingbusiness machine_learning strategy sensitivity_analysishttps://pinboard.in/https://pinboard.in/u:jerryking/b:d2cea7911ab9/SaaS Economics - Part 1: The SaaS Cash Flow Trough | For Entrepreneurs2020-01-13T04:28:36+00:00
https://www.forentrepreneurs.com/saas-economics-1/
jerrykingbusiness cash_flows economics SaaShttps://pinboard.in/https://pinboard.in/u:jerryking/b:0db548971231/Stock Market Drops. VCs Hold Partner Meetings. What Happens Next? | TechCrunch2019-11-29T06:16:07+00:00
http://techcrunch.com/2011/08/09/stock-market-drops-vcs-hold-partner-meetings-what-happens-next/
jerrykingentrepreneurship history technology economy business via:sha economic_downturn investors recessions start_ups vc venture_capitalhttps://pinboard.in/u:jerryking/b:0544d8f13781/Black Folk's Guide to Making Big Money in America2019-04-27T23:13:56+00:00
https://www.amazon.com/Black-Folks-Guide-Making-America/dp/0960530401
jerryking>financial assets<< in building wealth. Trower-Subira puts forth a brilliant explanation of the types of assets that produce income and that African Americans in particular should endeavor to pursue (real estate is just one of several).
Third, Trower-Subira emphasizes the importance of continuing education combined with an asset-based approach to wealth building. Trower-Subira wrote in the context of his day, but now the game has shifted somewhat. That is not to say that the problems of his day are no more; indeed, many of the problems of his day still relentlessly follow the African American community, and in too many instances, the problem have actually gotten worse. Although we are presented with new opportunities, we also face new challenges- on top of the same old challenges that we have yet to vanquish.]]>African-Americans Amazon books personal_finance primers real_estate business home_ownership mindsets '80s advice self-help wealth_creation asset_accumulation financial_assetshttps://pinboard.in/https://pinboard.in/u:jerryking/b:46526c1065b1/How Nature Scales Up2017-06-24T15:19:31+00:00
https://www.wsj.com/articles/how-nature-scales-up-1498239216
jerrykingbooks book_reviews scaling physicists growth innovation sustainability cities economics business linearity efficiencies economies_of_scale sublinearity massive_data_sets natural_selection powerlawhttps://pinboard.in/https://pinboard.in/u:jerryking/b:f6eed8e45993/Review: How Laws of Physics Govern Growth in Business and in Cities2017-05-29T03:34:38+00:00
https://www.nytimes.com/2017/05/26/business/dealbook/geoffrey-west-scale-the-universal-laws-of-growth-innovation-sustainability.html?ref=dealbook
jerryking>laws of physics<< governing growth in the physical world apply equally to biological, political and corporate organisms.....The central observation of “Scale” is that a wide variety of complex systems respond similarly to increases in size. Mr. West demonstrates that these similarities reflect the structural nature of the networks that undergird these systems. The book identifies three core common characteristics of the hierarchal networks that deliver energy to these organisms — whether the diverse circulatory systems that power all forms of animal life or the water and electrical networks that power cities. First, the networks are “space filling” — that is, they service the entire organism. Second, the terminal units are largely identical, whether they are the capillaries in our bodies or the faucets and electrical outlets in our homes. Third, a kind of natural selection process operates within these networks so that they are optimized......These shared network qualities explain why when an organism doubles in size, an astonishing range of characteristics, from food consumption to general metabolic rate, grow something less than twice as fast — they scale “sublinearly.” What’s more, “Scale” shows why the precise mathematical factor by which these efficiencies manifest themselves almost always relate to “the magic No. 4.”
Mr. West also provides an elegant explanation of why living organisms have a >>natural limit to growth<< and life span following a predictable curve, as an increasing proportion of energy consumed is required for maintenance and less is available to fuel further expansion.
....Despite his reliance on the analysis of huge troves of data to develop and support his theories, in the concluding chapters, Mr. West makes a compelling argument against the “arrogance and narcissism” reflected in the growing fetishization of “big data” in itself. “Data for data’s sake,” he argues, “or the mindless gathering of big data, without any conceptual framework for **organizing and understanding it**, may actually be bad or even dangerous.”]]>books book_reviews physicists scaling growth innovation sustainability cities economics business linearity efficiencies economies_of_scale sublinearity massive_data_sets natural_selection Jonathan_Knee physical_world selection_processes physics metabolic_rate powerlaw complex_systems fetishization natural_limits_to_growth anthropomorphism organizing_data laws_of_physicshttps://pinboard.in/https://pinboard.in/u:jerryking/b:bee7a289b468/Where Have All the Black-Owned Businesses Gone? - The Atlantic2017-05-12T12:49:43+00:00
https://www.theatlantic.com/business/archive/2017/05/black-owned-businesses-decline-rate/524283/
jerrykingblack-owned African-Americans business segregation New_Deal Jim_Crow market_concentration fair-trade anti-monopoly enforcement market_power corporate_concentration antitrust anticompetitive_behaviour collapse-anxiety civil_rights economic_clout economic_inclusion economic_independence political_independence societal_collapsehttps://pinboard.in/https://pinboard.in/u:jerryking/b:b8bd65e7e70e/Trump and the Plutocrat’s Hubris - WSJ2017-04-03T16:13:13+00:00
https://www.wsj.com/articles/trump-and-the-plutocrats-hubris-1491163752
jerrykinghubris government business Donald_Trump Joseph_Epsteinhttps://pinboard.in/https://pinboard.in/u:jerryking/b:9f7de014ac83/Trump offering a timely cautionary tale on trying to run government as a business2017-04-02T08:27:07+00:00
http://www.theglobeandmail.com/news/world/us-politics/trump-offering-a-timely-cautionary-tale-on-trying-to-run-government-as-a-business/article34551114/
jerrykingDonald_Trump delusions business_interests national_interests humility clichés bureaucrats government business public_sector pro-business cautionary_tales political_clichés businessman_fallacy civil_servants political_staffers politicians risk-tolerancehttps://pinboard.in/u:jerryking/b:d971b5ff1f68/The Unexotic Underclass | The MIT Entrepreneurship Review2017-01-16T15:27:58+00:00
http://miter.mit.edu/the-unexotic-underclass/
jerrykingpoverty business entrepreneurship start_ups underclasshttps://pinboard.in/https://pinboard.in/u:jerryking/b:d107c58d829c/MBA Mondays: Turning Your Team2016-10-07T00:53:55+00:00
http://avc.com/2013/08/mba-mondays-turning-your-team/
jerrykingadvice business scaling teams start_ups Fred_Wilson turnarounds execution judgment serial_entrepreneur think_threes turning_your_teamhttps://pinboard.in/https://pinboard.in/u:jerryking/b:98467ea9f015/Great Management Questions from Paul Graham, Jim Collins, and Other Business Leaders | Inc.com2015-09-01T06:12:07+00:00
http://www.inc.com/magazine/201404/leigh-buchanan/100-questions-business-leaders-should-ask.html
jerrykingquestions management leadership entrepreneurship businesshttps://pinboard.in/https://pinboard.in/u:jerryking/b:7949697f7f00/Turning Predictions into Opportunities2015-07-28T18:41:12+00:00
http://radar.oreilly.com/2009/11/turning-predictions-into-oppor.html
jerryking>corner cases<<), service vs product (they don't want tools to run, they want to pay you to install and maintain the tools accessible through a web console [i.e. = "Instrumentation_monitoring"] ), or premium services so that you're a partner helping them get the most from the cloud and not simply a vendor.
We're a long way from sated in the world of collaboration tools. The current rage is mail learning, applying machine learning techniques to email so as to better understand social networks and prioritise incoming email messages and these are largely server-based solutions because it's so hard to get access to the desktop/web clients. Should Google Mail create an app store environment with hooks into the backend, the game could be on for consumer plays around email analytics, prediction, and simply smarter behaviour (why does my email client still not tell me when I say "see attached" yet don't have an attachment in the message?).
Beyond email, many interesting tools have sprung up around the Gov 2.0 space that have applicability within organisations. Yammer has done well to bring Twitter to large companies, but there are still opportunities around simple document markup and suggestion gathering and filtering. Solve a real problem and there's money waiting.
Google's low overhead management is made possible by its automated intranet and the visibility into projects from public code repositories, public smoke builds, and public status blogs. The opportunities to sell this into large companies looking to be "more like Google" are huge.
If Stephen's right that ++datasets are increasingly viewed as "serious, balance sheet-worthy assets" then the world is going to need some serious balance sheet-worthy help in valuing those assets.++ [i.e. = "asset values"/"balance sheets"]
Big data is being democratised, but there's a lot of unmet need in businesses around data warehousing. The typical solution is to build a data warehouse team around a product like Oracle, but I've heard plenty of business people grizzling about the result. They want answers, they don't want the headaches and lag that a data warehouse involve. Big Data (or Cloud Analytics or whatever) may be the opportunity to figure out a new minimum viable product for these folks, and offer it without the "data warehouse" baggage. This might be back end, might be UIs, might be visualisation, but all of these have a lot of room for improvement.
The proliferation of developer targets immediately makes me think of the early PC era. It makes sense to proliferate: let the most useful ("successful") bubble to the top and survive naturally. At this point in the evolution of the scaleout of massively multiplayer online programming languages, we don't know exactly what winning looks like: it's a big feedback loop between the people who build the programming languages and the people with problems to solve (there are always more of the latter than former) and each time we go around it we know more about what is and isn't useful in this brave new world of coding for other people's data centres. Opportunity? Join the mob and write your own programming language, or simply take your commercial opportunity for a spin around the many different languages out there and be the first in your niche to find a good fit between problem space and solution tool.
Stephen's throwaway comment "I’ve never subscribed to the idea that only what can be measured can be managed - open source, in particular, belies that claim" seems like a thrown gauntlet on open source analytics. In particular, I suspect there's a tools opportunity around the nebulous "community manager" role that every company seems to need. It's part CRM, it's part developer tool, it's part >>tech support<<, and part camp mother. Usefully quantify aspects of open source development and help companies that are doing it to know how they're doing and what they could do better.
Marketplaces are big in mobile, but I look to other areas as ripe for the picking. For example, if Google Apps are catching on in many companies then a plugin marketplace is a natural extension. It would build out the Apps suite faster than Google can, would enable the tight loop between demand and supply that will drive the product along, and make Google's offering very different from other parties. This is also true of Microsoft and others, but I feel like momentum is more with Google's product than the others. (A feature can push a leader further in front, but rarely helps a laggard leapfrog to the lead)
Every marketplace thus far has been flawed. Apple's famously annoys many developers and blocks huge categories of product (the "don't be better than we are" rule, which is hard to justify as being in the customer's interest), but don't forget Palm's impedance mismatch with jwz's open source code. I think the final chapter on how marketplaces work is far from written.
NoSQL tools remain in their infancy and so there are huge opportunities here. Identify a niche ("fast accurate and timely >>web metrics<< for decision-making"), a tool that can solve it (MongoDB), and build the deployment, scaling, administration, reporting tools so you can sell a >>complete package<< into that niche. Rinse, lather, repeat.
]]>business nosql opportunities predictions open_source ideas cloud_computing machine_learning e-mail tools collaboration datasets government_2.0 gov_2.0 economic_downturn commercialization LBMA blogs idea_generation unarticulated_desires silver_linings upside Google Google_Cloud lemons-to-lemonade complete_solutions via:jbgreer Instrumentation_monitoring web_metrics corner_cases asset_values balance_sheets online_communities tech_supporthttps://pinboard.in/u:jerryking/b:33b0187addf9/In business and government, think differently - The Globe and Mail2015-05-20T16:33:43+00:00
http://www.theglobeandmail.com/report-on-business/rob-commentary/rob-letters/in-business-and-government-think-differently/article24461663/
jerryking>limit governments<< to managing their way through, rather than working with others to solve problems.
It started in the 1980s and ’90s, when we decided governments needed to become “more like businesses,” adopting the metrics – and vocabulary – of corporations. Citizens became “clients.” Compliance replaced creativity.
The job of government was defined in terms of its “efficiency,” and the emphasis was placed on the minimal “must do” instead of the aspirational “can be.”
Of course, governments have to demonstrate good stewardship of public resources. But if all they do is count change, it limits their ability to effect change. The fact is when big problems arise [i.e. = "sovereign risk"] – whether it’s a financial crisis like 2008 or a tragedy like Lac-Mégantic – people’s first instinct is to look to government for a solution.
Yet opinion researchers tell us that people are increasingly disappointed with our collective response to the issues that matter most: income inequality, health care for the elderly, climate change and so on....It’s about different government. This is about government moving away from a manager’s obsession with doing things better to a leader’s focus on doing better things. Think of fostering innovation, being open to new ideas, encouraging experimentation, rewarding risk-taking. And, frankly, accepting failure as a condition precedent to success.]]>Michael_Sabia CDPQ thinking CEOs innovation leadership experimentation trial_&_error government public_sector open_source disappointment business stewardship compliance creativity efficiencies effectiveness risk-taking failure think_differently businessman_fallacy collective_responsibilities sovereign-risk limited_governmenthttps://pinboard.in/https://pinboard.in/u:jerryking/b:dc9bbe17e117/Seth's Blog: Two simple web businesses2015-01-23T19:25:08+00:00
http://sethgodin.typepad.com/seths_blog/2008/07/two-simple-web.html
jerrykingSeth_Godin ideas websites business analyticshttps://pinboard.in/https://pinboard.in/u:jerryking/b:3331ac88d489/Powerful Thoughts From Paul Graham — Ross Hudgens2014-11-27T16:39:19+00:00
http://www.rosshudgens.com/thoughts-from-paul-graham/
jerrykingbusiness inspiration productivity quotes start_ups Paul_Graham Y_Combinator via:hotchkiss empathy design UX hackers personal_risk PhDs aesthetics dangerous_ideas smart_people biomimicry the_single_most_important crazy_ideas unconventional_thinking good_taste under_appreciated hacker_mindsets non-conformity perspective-takinghttps://pinboard.in/u:jerryking/b:4369cf91776f/Beware the Big Errors of 'Big Data' | Wired Opinion | Wired.com2013-02-09T07:10:32+00:00
http://www.wired.com/opinion/2013/02/big-data-means-big-errors-people/
jerrykingmassive_data_sets Nassim_Taleb analytics data business contrarians skepticismhttps://pinboard.in/https://pinboard.in/u:jerryking/b:628fa76ede42/For Those Who Want to Lead, Read - John Coleman -2012-08-23T13:41:40+00:00
http://blogs.hbr.org/cs/2012/08/for_those_who_want_to_lead_rea.html
jerrykingreading leadership businesshttps://pinboard.in/https://pinboard.in/u:jerryking/b:9d35a5a43130/Thinking Small2012-07-17T06:14:43+00:00
http://www.inc.com/magazine/20040801/strategies.html
jerrykingexecution minnovation breakthroughs marginal_improvements leapfrogging process_improvements moonshots out-of-the-box small_moves adaptability books business Darwinian ideas idea_generation incrementalism innovation slight_edge small_business hard_to_replicate small_improvementshttps://pinboard.in/https://pinboard.in/u:jerryking/b:1893b7e437a1/The Widening Racial Scoring Gap on Standardized Tests for Admission to Graduate School ---</A>2012-06-25T21:26:01+00:00
http://www.jbhe.com/news_views/51_graduate_admissions_test.html
jerrykingGMAT African-Americans business MBAs achievement_gaps racial_disparities test-score_data standardized_testinghttps://pinboard.in/https://pinboard.in/u:jerryking/b:7208607c210c/Can You Say What Your Strategy Is?2012-06-25T12:18:45+00:00
http://www.dallascap.com/pdfs/CanYouSayWhatYourStrategyIs.pdf
jerrykingbusiness strategy HBR Wal-Mart Edward_Joneshttps://pinboard.in/https://pinboard.in/u:jerryking/b:e041fe9f4eb5/Free! Why $0.00 Is the Future of Business2012-05-11T15:44:53+00:00
http://www.wired.com/techbiz/it/magazine/16-03/ff_free?currentPage=all
jerrykingfree trends marketing economics businesshttps://pinboard.in/https://pinboard.in/u:jerryking/b:cdbc0311175f/A VC: The Startup Curve2012-04-30T21:14:50+00:00
http://www.avc.com/a_vc/2012/03/the-startup-curve.html
jerrykingFred_Wilson Paul_Graham start_ups entrepreneurship businesshttps://pinboard.in/https://pinboard.in/u:jerryking/b:0ac2b39cba3a/Graphic: Top 20 Innovative Companies In The World2012-04-20T16:02:57+00:00
http://www.businessweek.com/magazine/content/05_31/b3945407.htm
jerrykingbusiness innovation Apple 3M Microsofthttps://pinboard.in/https://pinboard.in/u:jerryking/b:b636298aa1d8/Get Creative!2012-04-20T16:02:02+00:00
http://www.businessweek.com/magazine/content/05_31/b3945401.htm
jerrykingbusiness creativity design innovation howtohttps://pinboard.in/https://pinboard.in/u:jerryking/b:9df1ffe21fdf/Ray Dalio: Man and machine2012-03-11T08:49:01+00:00
http://www.economist.com/node/21549968
jerrykingBridgewater Ray_Dalio hedge_funds finance economics debt business upheavalshttps://pinboard.in/https://pinboard.in/u:jerryking/b:16e58cf3beb8/Al Gore and David Blood: A Manifesto for Sustainable Capitalism - WSJ.com2012-02-28T17:32:01+00:00
http://online.wsj.com/article/SB10001424052970203430404577092682864215896.html
jerrykingcapitalism business economy futurehttps://pinboard.in/https://pinboard.in/u:jerryking/b:733c9476a0a4/Five Tips For Making Ideas Happen - Smashing Magazine2011-12-13T18:55:00+00:00
http://www.smashingmagazine.com/2010/04/21/five-tips-for-making-ideas-happen/
jerrykingproductivity creativity ideas business idea_generation executionhttps://pinboard.in/https://pinboard.in/u:jerryking/b:a696e48450c9/Creating Startup Success – Customer Development + Business Model Design « Steve Blank2011-12-04T23:48:41+00:00
http://steveblank.com/2010/11/15/creating-startup-success-customer-development-business-model-design/
jerrykingbusiness entrepreneurship start_ups business_models execution leanhttps://pinboard.in/https://pinboard.in/u:jerryking/b:d959c7386aa6/Slate readers' 10 best ideas for starting a business or reviving a career. Lauren Hepler - Invent Your Future - Slate Hive2011-12-03T23:06:39+00:00
https://slate.com/business/2011/12/starting-a-business-or-reviving-a-career-the-10-best-ideas.html
jerryking>go all in<<. Put in ridiculous numbers of hours, make tons of mistakes early and then don’t repeat them, and don’t think about plan B. There is no plan B.
2. Don’t Be Afraid To Admit a Career-Change Mistake [i.e. don't engage in "failure denialism"]- Submitted by Torie
3. Work Alone, Live Together - Submitted by Michael Anderson
4. Be Single - Submitted by Scott Hampton
One of the ugly truths about being able to do something new is embodied in an old quote which I am mangling and cannot recall the provenance of: “In order for a man to accomplish anything of importance he has to overcome the objections of a million mediocre minds.” A certain **monomania** is required. And this is not compatible with any modern conception of relationships, be you male or female. Each of my startups has ended either a marriage or an important relationship. Most new things fail. And yet, to do something new you must trust your instincts and allow your ego to tell you that you are right and the rest of the world is wrong. Don’t expect romantic relationships to survive this. It’s just another price to pay. I’ve done it more than once, it sucks, deal with it. Go out and read about the men and women who have started anything new and you’ll find that more often than not they found domestic bliss after they accomplished their objective. Sorry folks. This isn’t a Hollywood movie.
5. Take Your Up-Market Skills Down Market - by Jackie Hutter
My proposal is for those who were high fliers in our previous jobs to work to understand how to brand and market yourself as a high-quality provider to those who could not otherwise afford your services. Everyone likes to get a bargain, but not at the risk of harming their business. By making it possible for those with lower budgets to obtain the highest caliber of service, you will serve huge a market need and pay some of your bills at the same time.
6. High-Value Volunteering - Submitted by Alex Jane
It may not pay the bills immediately, but strategic volunteering can set you up for long-term success.
7. Start a Low-Risk/High-Payoff Non-Off-shoreable Albeit >>Low-Status<< Business - Submitted by Marty Nemko
Status is the enemy of contentment. Most smart people crave status and so enter status professions or start >>high-status<< businesses.
8. The Basics of Business - Submitted by Kai Davis
I took an “Intro to Business” course as a freshman at the University of Oregon. It was a 10-week, $2,000, four-hour-per-week course. We spent the 10 weeks running Excel simulations for a “widget” factory. We were told that this would “Teach us the fundamentals of doing business.” In 10 weeks I learned absolutely nothing about doing business. If you want to learn to do business, you must do business.
9. Imagine What You Could Accomplish if You Could Only Get a Roundtuit? - Submitted by Stacey Evans
I started my business in early 2008. [After my divorce] I tried to get back in the traditional workforce and found it difficult.
10. Two Paths, for Now - Submitted by joblue
I have been in architecture for 15 years, mostly working for HUGE corporations (SOM, HOK, NBBJ, etc). Sitting in front of a computer for all those years had me wondering if this was it. I rediscovered working with my hands by building bikes a few years ago. That passion turned into a shop, then a bigger shop (www.718c.com), and now the No. 1 custom bike shop in NYC.]]>JCK start_ups Managing_Your_Career lessons_learned advice business hard_work monomania personal_casualty_rate Plan_B side_hustles single-minded_focus singledom volunteering career_reinvention failure_denial high-status going_all_in low-statushttps://pinboard.in/https://pinboard.in/u:jerryking/b:d2d3401e38a7/What Kate Saw in Silicon Valley2011-11-24T15:02:45+00:00
http://www.paulgraham.com/kate.html
jerrykingbusiness culture entrepreneurship Silicon_Valley entrepreneur start_ups Paul_Grahamhttps://pinboard.in/https://pinboard.in/u:jerryking/b:0adbb465861c/Lean Start-Ups Aim to Find Customers Quickly - NYTimes.com2011-11-23T20:11:07+00:00
http://www.nytimes.com/2010/04/25/business/25unboxed.html
jerrykinglean business entrepreneurship innovation Steve_Lohrhttps://pinboard.in/https://pinboard.in/u:jerryking/b:3c57c4eb0f1e/How China Will Change Your Business, Foreign Expansion Article -2011-10-22T16:46:50+00:00
http://www.inc.com/magazine/20050301/china_Printer_Friendly.html
jerrykingChina Chinese China_rising Ted_Fishman America business competitionhttps://pinboard.in/https://pinboard.in/u:jerryking/b:aed7f10d6325/All Industries List — HBS Working Knowledge2011-08-16T18:38:10+00:00
http://hbswk.hbs.edu/industries/
jerrykingindustries hbs businesshttps://pinboard.in/u:jerryking/b:16f57a303c90/A Paler Shade of White2011-08-11T01:24:56+00:00
http://www.newyorker.com/arts/critics/musical/2007/10/22/071022crmu_music_frerejones?currentPage=all
jerrykingindie music blues soul music_industry race culture racism business hip_hophttps://pinboard.in/u:jerryking/b:6bde8c3b77ac/Finding a Post-Crash Economic Model - WSJ.com2011-07-30T12:43:48+00:00
http://online.wsj.com/article/SB10001424052702303891804575576523458637864.html
jerrykingbusiness economics economy models psychologyhttps://pinboard.in/u:jerryking/b:9959eed33e6c/TimeBack Management2011-06-28T03:32:29+00:00
http://timebackmanagement.com/
jerrykingblogs lean productivity gtd blog management business efficiencieshttps://pinboard.in/u:jerryking/b:679ba0905cc7/Internet businesses: Another digital gold rush2011-05-25T02:31:55+00:00
http://www.economist.com/node/18680048
jerrykingbubbles Web_2.0 business financehttps://pinboard.in/u:jerryking/b:720a7730ce84/The Business of History - WSJ.com2010-10-25T06:25:56+00:00
http://online.wsj.com/article/SB114170261911791150.html
jerrykinghistory businesshttps://pinboard.in/u:jerryking/b:7524430b5b3d/The Gig Economy2010-10-06T11:24:10+00:00
http://www.thedailybeast.com/blogs-and-stories/2009-01-12/the-gig-economy/full/
jerrykingfreelancing economy jobs trends future business Tina_Brown gig_economyhttps://pinboard.in/u:jerryking/b:a4a74cd55c32/5 Branding Commandments for the Post-Crash Economy | Co.Design2010-08-06T04:19:09+00:00
http://www.fastcodesign.com/1662045/5-branding-commandments-for-the-post-crash-economy
jerrykingbranding inspiration economy business designhttps://pinboard.in/u:jerryking/b:d04c00fafe8e/The Insubordinate E-Book2010-07-14T00:39:43+00:00
http://sethgodin.typepad.com/files/theinsubordinateebook.pdf
jerrykinginspiration e-books Seth_Godin downloads business entrepreneur filetype:pdf media:documenthttps://pinboard.in/u:jerryking/b:6f99c479cc5c/The new global opportunity - Jun. 21, 20102010-06-22T06:02:20+00:00
http://money.cnn.com/2010/06/21/news/international/global_forum_opportunity.fortune/index.htm
jerrykingeconomy business economics women Africa China BRIC globalization opportunities C.K._Prahalad Bottom_of_the_Pyramid microfinancehttps://pinboard.in/u:jerryking/b:67df96f42c74/In New York, a Business Course Geared to Artists2010-06-19T21:17:56+00:00
http://www.nytimes.com/2010/06/19/arts/design/19profit.html?hpw
jerrykingartists artisan_hobbies_&_crafts creative_class New_York_City business creative_types professionalization professional_educationhttps://pinboard.in/u:jerryking/b:6fc256b98fdb/why most artist’s blogs fail2010-06-14T18:13:25+00:00
http://gapingvoid.com/2010/06/14/wmabf/
jerrykingfailure blogging art blog humour marketing business inspiration social_media authenticityhttps://pinboard.in/u:jerryking/b:095e47c10e23/Insurance - Wikipedia, the free encyclopedia2010-02-20T07:27:53+00:00
http://en.wikipedia.org/wiki/Insurance
jerrykinginsurance wikipedia reference finance businesshttps://pinboard.in/u:jerryking/b:4f039448c60c/The Indispensible Ideas of 2009 - Harvard Business Review2010-02-08T05:20:18+00:00
https://hbr.org/2009/02/breakthrough-ideas-for-2009
jerrykingbooklists business HBR indispensable books economic_downturn recessions ideashttps://pinboard.in/u:jerryking/b:d39aac3d3625/One Page Proposal2010-01-25T21:58:53+00:00
http://www.slyasafox.com/SVN/OPP.html
jerrykingbusiness marketing proposals web_video memoranda templates pitches one-pagehttps://pinboard.in/u:jerryking/b:42aa9d09b260/UNEASY ENGAGEMENT: China’s Export of Labor Faces Scorn2009-12-21T14:47:07+00:00
http://www.nytimes.com/2009/12/21/world/asia/21china.html
jerrykingglobalization China labour business Vietnam Africa migrants backlash Chinesehttps://pinboard.in/u:jerryking/b:91d566f3cf4b/Gain: AIGA Journal of Business and Design — AIGA | the professional association for design2009-12-09T22:16:20+00:00
http://www.aiga.org/About/
jerryking>case studies<< and thoughtful interviews, the journal demonstrates how the process of design can be used to solve business problems, foster innovation, build meaningful customer relationships and differentiate products from competitors.
]]>design resources magazines business aiga blogs differentiationhttps://pinboard.in/u:jerryking/b:f432a3087d64/What's Your Company Worth? Ask an Algorithm.2009-12-04T15:56:25+00:00
http://www.inc.com/magazine/20081201/whats-your-company-worth.html
jerrykingalgorithms valuations business funding entrepreneurshiphttps://pinboard.in/u:jerryking/b:89c992ba08ba/Hot or Not?, Buying a Business or Franchise Article - Inc. Article2009-12-04T15:53:40+00:00
http://www.inc.com/magazine/20060101/valuation-hot.html
jerrykingvaluations entrepreneurship businesshttps://pinboard.in/u:jerryking/b:bd3666c65080/Schumpeter: Remembering Drucker | The Economist2009-12-01T04:55:06+00:00
http://www.economist.com/businessfinance/displaystory.cfm?story_id=14903040
jerrykingPeter_Drucker management business leadershiphttps://pinboard.in/u:jerryking/b:fd17aa54a7e9/Find Your Business Life Cycle: The Seven Stages of Business Life2009-10-26T16:08:47+00:00
http://sbinformation.about.com/cs/marketing/a/a040603.htm
jerrykinglife_cycle business growth decline stages_of_lifehttps://pinboard.in/u:jerryking/b:84b206620037/How Long Does It Take To Build A Technology Empire? - Venture Capital Dispatch - WSJ2009-09-22T05:56:42+00:00
http://blogs.wsj.com/venturecapital/2009/08/25/how-long-does-it-take-to-build-a-technology-empire/
jerrykingbusiness technology entrepreneurship VC growth finance research start_upshttps://pinboard.in/u:jerryking/b:6d363c538b8a/How to Design Smart Business Experiments - HBR.org2009-07-28T15:03:03+00:00
https://hbr.org/2009/02/how-to-design-smart-business-experiments
jerryking>hypotheses<< about how proposed interventions will play out.
To begin incorporating more >>scientific management<< into your business, acquaint managers at all levels with your organization’s testing process. A shared understanding of what constitutes a valid test—and how it jibes with other processes—helps executives to set expectations and innovators to deliver on them. The process always begins with creating a testable hypothesis. Then the details of the test are designed, which means identifying sites or units to be tested, selecting control groups, and defining test and control situations. After the test is carried out for a specified period, managers analyze the data to determine results and appropriate actions. Results ideally go into a “learning library,” so others can benefit from them.
]]>Thomas_Davenport HBR design business innovation competingonanalytics research_methods trial_&_error experimentation filetype:pdf media:document howto evidence-based scientific_method testing randomized hypothesishttps://pinboard.in/u:jerryking/b:244bfda2a2ae/Startups in 13 Sentences2009-07-06T05:01:48+00:00
http://www.paulgraham.com/13sentences.html
jerrykingentrepreneurship business start_ups Paul_Graham Y_Combinatorhttps://pinboard.in/u:jerryking/b:1b2575487ae5/Duke Entrepreneurship Education Series - Session Downloads2009-07-06T05:01:17+00:00
http://www.dukedees.com/sessionpowerpointdownloads
jerrykingentrepreneurship business slides lectures lecture duke start_ups Ideo listshttps://pinboard.in/u:jerryking/b:18f73e57469c/Garage :: Perfecting Your Pitch2009-05-29T17:04:38+00:00
http://www.garage.com/resources/perfectingpitch.shtml
jerrykingCommunicating_&_Connecting funding entrepreneur business tips VC entrepreneurship pitches investorshttps://pinboard.in/u:jerryking/b:24c6236bc8e6/Why 'Social Enterprise' Rarely Works - WSJ.com2009-05-29T16:12:03+00:00
http://online.wsj.com/article/SB118066523448221042-search.html?KEYWORDS=social+enterprise&COLLECTION=wsjie/6month
jerrykingbusiness nonprofit TBLhttps://pinboard.in/u:jerryking/b:0a895dd1270d/BUSINESS DESIGN2009-05-28T11:53:58+00:00
http://www.rotman.utoronto.ca/pdf/rotman_mgmt_winter03.pdf
jerrykingdesign business innovation strategy management Rotman Roger_Martin business_design filetype:pdf media:document design_thinking process-orientationhttps://pinboard.in/u:jerryking/b:421a6b6ab3e7/The 100 Best Business Books of All Time: More on The 100 Best Archives2009-05-23T12:14:13+00:00
http://100bestbiz.com/more-on-the-100-best/
jerrykingbooklists business book_reviews Harvey_Schachter best_of books Joseph_Pine James_Gilmore experience_economyhttps://pinboard.in/u:jerryking/b:1acb35d78320/Free Agent Jungle2009-05-15T12:26:27+00:00
http://freeagentjungle.com/
jerrykingfreelancing networking business collaboration solohttps://pinboard.in/u:jerryking/b:ec4170b702d8/Best Life Magazine Not a Businessman--a Business, Man2009-05-14T09:14:43+00:00
http://www.bestlifeonline.com/cms/publish/wealth/Jay-Z-Personal-Success_printer.php
jerrykingbusiness inspiration hip-hophttps://pinboard.in/u:jerryking/b:f5483062a381/How to be wise before the event2009-05-13T13:29:16+00:00
http://www.ft.com/cms/s/0/d899f656-0cc2-11de-a555-0000779fd2ac,dwp_uuid=6cae5056-0734-11de-9294-000077b07658.html
jerryking>new markets<< and customers to grow, and that means taking steps into the unknown. I doubt that anyone will be suggesting, in this newspaper’s new series of articles on the future of capitalism, that risk-taking should be abolished.
Bad risk-management helped get us into the current mess. It is vital that we learn the right lessons about risk from the crisis. What are they?
The new edition of Harvard Business Review contains a lucid piece of analysis from René Stulz, professor of banking and monetary economics at Ohio State University’s Fisher College of Business. While his principal focus is on the financial sector, the diagnosis will be helpful to managers in any business or organisation.
Prof Stulz describes six ways in which risk has been mismanaged. First, there has been **too much reliance** on >>historical data<< among today’s decision-makers. Extrapolating from the past can provide, at best, only partial guidance for the future. Financial innovation has created a new world. No wonder some managers were unprepared for the calamitous fall in asset prices and demand. This collapse was unimaginable to anyone basing their thinking on post-war performance alone.
Second, narrow daily measures – in banking these are known as “value at risk” measures – have underestimated the risks that are being run. The assumption behind a daily measure of risk is that action can be taken quickly (through an asset sale) to remove that risk. But, as the current crisis has shown, such rapid moves become impossible when markets seize up.
Third, >>knowable<< risks have been overlooked. Managers who work in >>silos<< may appreciate the risks that they personally are exposed to. But they may not see how risks being run elsewhere in the business could affect them too. Someone – a chief risk officer? – needs to track them all.
Fourth, concealed risks [i.e. = "hidden risks"] have been overlooked. Incentives [i.e. = "perverse incentives"] have proved to be particularly dangerous in this regard. Some traders and lenders may have enjoyed taking risky decisions that in the short term appeared to be delivering well for them and their organisations. But they had no incentive to report any downside risk. And **unreported risks** [i.e. = "undiscussed"] tend to expand.
Fifth, there has been a failure to >>communicate effectively<<. It is dangerous, Prof Stulz says, when risk managers are so expert in their field that they lose the ability to explain in simple terms what they are doing. The board may develop a >>false sense of security<< by failing to appreciate the complexity of the risks being managed.
Last, risks have not been managed in real time. Organisations have to be able to monitor fast-changing markets and where necessary respond to them without delay.
Prof Stulz offers a useful technical analysis. But a true understanding of risk also requires a maturity of outlook, an ability to see the big picture, and ++deep experience. This last is a rare commodity: impossible to fake and acquired only over time++.[i.e. = "experience still matters"]
In a new McKinsey publication called What Matters, the 90-year-old investment manager and author Peter Bernstein offers some sober insights. “What is risk management all about anyway?” he writes. “We use the words as though everybody understands what we are talking about. But life is not that simple. Risk means more things can happen than will happen – which is a fancy way of saying we do not know what is going to happen.”
Mr Bernstein’s central point – not revolutionary, but unarguable – is that downside risks must be assessed rigorously. Someone old enough to remember the Wall Street crash is probably worth listening to right now.[i.e. = "elder wisdom"]
“Nothing is 100% sure,” Mr Bernstein says. “While a 95% probability is statistically significant, that still leaves us in the dark about the remaining 5%, we may decide to accept that uncertainty and bet on the 95% sure thing, but there is still a possibility of being wrong.[i.e. = Cromwell's Law vs. Pascal's wager]
“The crucial question to ask is, ‘What would be the consequence if that 5% chance comes to pass?’ ”
Welcome to the less exciting but more soundly based era of >>calculated risks<<. For the foreseeable future, business leaders will be trying to be wise before rather than after the event.
]]>Stefan_Stern business management risks beforemath wisdom communicating_risks fast-changing hidden McKinsey overreliance Peter_Bernstein recessions real-time the_big_picture VaR risk-assessment risk-management what_really_matters downside_risks false_sense_of_security elder_wisdom historical_data financial_innovation risk-savvy CRO Pascal's_wager Cromwell’s_Law perverse_incentives calculated_risks silo_mentality hidden_risks knowability undiscussed new_markets experience_still_matters communicating_effectivelyhttps://pinboard.in/u:jerryking/b:3fa31351cbb2/10 Things to Be Clear About Before You Start a Company - ReadWriteStart2009-05-08T01:23:23+00:00
http://www.readwriteweb.com/readwritestart/2009/05/10-things-be-clear-about-before-start-company.php
jerrykingbusiness entrepreneurship tips company entrepreneur career preparation start_upshttps://pinboard.in/u:jerryking/b:f7cf8d6b8a85/Advertising Age is the leading global source of news, intelligence and conversation for marketing and media communities2009-05-06T16:05:50+00:00
http://adage.com/index.php
jerrykingadvertising marketing blog business media news design trendshttps://pinboard.in/u:jerryking/b:9b6105271c16/Calculated Leaps of Faith - Associations Now Magazine - Publications and Resources - ASAE & The Center for Association Leadership2009-05-04T15:50:31+00:00
http://www.asaecenter.org/PublicationsResources/ANowDetail.cfm?ItemNumber=20049
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http://www.alistapart.com/articles/whydidyouhireme
jerrykingbusiness management Workflow industries projectshttps://pinboard.in/u:jerryking/b:336b8061ab1d/