Ongoing financial requirements …
December 11, 2009 § 1 Comment
We need to know the financial requirements so we know how much we will need to operate with a profit, and we need to know how to raise the required funds. That only seems easy. How to accurately express that in numbers is not obvious. And I don’t have a financial background. Neither do any of the people I know that have their own businesses.
Procrastination Traps Detection, and the ways out.
Is Wi-Fi dangerous?
December 7, 2009 § 1 Comment
Reposted and updated blog article by nynke, originally posted on Mind Matters on Sat, 01/09/2007 – 11:43, see also The Last Mile analysis on Serendipity (October 19, 2007)
Is Wi-Fi dangerous? Has it just not been researched enough? What underlying technology do our handheld devices use?
A highly dynamic strategy: commercialisation
November 3, 2009 § 1 Comment
Most of the distinctions made between what is a business “strategy” and what is a “tactic” use “timing”. If it is something that changes a lot, it’s a tactic. If it hardly changes, it’s a strategy. Not so for the commercialisation strategy …
November 3, 2009 § 2 Comments
A famous mission statement from Dilbert’s Automatic Mission Statement Generator (unfortunately no longer available online) reads:
“It is our job to continually foster world-class infrastructures as well as to quickly create principle-centered sources to meet our customer’s needs”
Though personally I find missionary stances either hilarious or boring, for a business, a mission statement can be very valuable, if they articulate real targets and pull marketing is used.
Vision forming busy buzzed business
November 1, 2009 § 4 Comments
This article is about how to use vision in business contexts. The things that show investors you are sensitive to their needs as well, for example. The word “investor” is here used for all that invest time and energy in maintaining relations with your business. Those are your customers, allies, institutes, …
The concept of vision is subconsciously related to mission (identity statement) and implies change and growth. It is a statement on what you or your business would like to become. It affects what commercialisation and marketing strategies you choose, and drives the development of your open-ended-planning-with-feedback-loops-and-obstacle-and-pitfall-avoidance.
Business context analysis
October 31, 2009 § 1 Comment
The current state affects our ability to actually manifest the course we plotted to the treasure island we have envisioned and charted. The begin state of an open-ended-planning-with-feedback-loops-and-obstacle-and-pitfall-avoidance. A company in debt, with IP problems, poor trust, toxic politics, or not enough people will have to take a different course than one that does not have such problems.
When analysing a currently perceived state, make sure to note and emphasize positive elements, because those make it easier to implement certain commercialisation strategies and/or adapt the plan based on new feedback.
The below questions are examples. Not all questions may be fitting for your specific context and purpose.
IP protection for fools
October 20, 2009 § Leave a comment
Key element of a company’s sustainable advantage is their intellectual property (IP). No matter which form chosen, these intangible assets can grow significant value. The first thing that comes to mind for most technologists when mentioning “intellectual property” is patents. But, there are four classes of IP that can be of value and considered for enhancing your company’s value in congruent ways. Laws regulate these different forms, and the costs are different
Is this a pounce opportunity?
October 20, 2009 § Leave a comment
In general, opportunity statements can be used as foundation for operations. If you believe there is no opportunity, maybe best to re-evaluate your market instead, or re-evaluate your product/service.
If you are building un-finished products to be customised and fitted for particular contexts, like we are in Satir Workshops, and/or if you plan on licensing your product, this will only work if your ally is able to use it to compete more successfully. And an opportunity statement can be helpful for introducing an opportunity to a potential ally. Moreover, understanding of requirements of competitors can be used to look for fitting allies in the landscape.
The following questions guide me in gathering the necessary information for creating a short and powerful opportunity statement