As died my past two blogs. Seriously, it doesn't even has a theme. I don't update it regularly, and if three people know about it it's more than I would have expected.
And it's OK.
It's incredible what it takes to realize that failing is OK, and the important thing is trying. Keep trying. Always.
Today I had the incredible chance to meet David Weekly and César Salazar who came to University to give a talk about innovation and entrepreneurship.
David is president of PBWiki, advisor and consultant of many other companies, and, with some forgiveness of him I hope, a big, big failure. He has the record for the fastest failure of a Web 2.0 company, just a few more than 10 days! And he allegedly confessed us so many other failures he had. Fortunately, there wasn't a river and a boulder near him. Now he is a very, very successful person.
Again, what took him to the very high of Silicon Valley is that he kept on trying, and learned to manage failure. Which is a good thing in a rapid changing world. Technology is cheaper and better every time, so you can prototype really fast and really cheap, then make a proof of concept. If your idea is good, keep it and refine it. If it is bad, throw it and start again. Don't wait until you have the infrastructure for one million users, until that amazing web designer accidentally visits your LinkedIn profile and decides to work with you, until you have finished your University as if a paper is a requisite. Innovation is about getting things done.
The managing paradigm changes too. You have to innovate management, too. Be a little more permissive, take risks, manage collective expectations, ask for feedback, enforce criticism. "Yes" people contribute nothing. Document everything. Don't be afraid to fire people. Hire people to do things you do not do well, and hire smarter people than you. Hire people which do useful things for fun. Always remember your worker is a living person, don't try to make them split in two. Praise good work, always listen to your team, appreciate suggestions.
Unfortunately, there's no manual, so it's a matter of trial (and of course, the inevitable error). Starting a company is 1% inspiration and 99% perspiration. With a little of luck, you won't need to sweat more than necessary. But always bring your deodorant with you.
Now, I would save this blog and make it work. Or I would make it fail, quickly. I'll keep you updated... or not.
And it's OK.
It's incredible what it takes to realize that failing is OK, and the important thing is trying. Keep trying. Always.
Today I had the incredible chance to meet David Weekly and César Salazar who came to University to give a talk about innovation and entrepreneurship.
David is president of PBWiki, advisor and consultant of many other companies, and, with some forgiveness of him I hope, a big, big failure. He has the record for the fastest failure of a Web 2.0 company, just a few more than 10 days! And he allegedly confessed us so many other failures he had. Fortunately, there wasn't a river and a boulder near him. Now he is a very, very successful person.
Again, what took him to the very high of Silicon Valley is that he kept on trying, and learned to manage failure. Which is a good thing in a rapid changing world. Technology is cheaper and better every time, so you can prototype really fast and really cheap, then make a proof of concept. If your idea is good, keep it and refine it. If it is bad, throw it and start again. Don't wait until you have the infrastructure for one million users, until that amazing web designer accidentally visits your LinkedIn profile and decides to work with you, until you have finished your University as if a paper is a requisite. Innovation is about getting things done.
The managing paradigm changes too. You have to innovate management, too. Be a little more permissive, take risks, manage collective expectations, ask for feedback, enforce criticism. "Yes" people contribute nothing. Document everything. Don't be afraid to fire people. Hire people to do things you do not do well, and hire smarter people than you. Hire people which do useful things for fun. Always remember your worker is a living person, don't try to make them split in two. Praise good work, always listen to your team, appreciate suggestions.
Unfortunately, there's no manual, so it's a matter of trial (and of course, the inevitable error). Starting a company is 1% inspiration and 99% perspiration. With a little of luck, you won't need to sweat more than necessary. But always bring your deodorant with you.
Now, I would save this blog and make it work. Or I would make it fail, quickly. I'll keep you updated... or not.
