Forums Search

While the novelty of creating the next Facebook sounds amazing, the truth is we don't need to necessarily invent a product to bring a new innovation to market.

If we look closely, we'll see that some of the fastest-growing companies out there — Uber, Casper, Dollar Shave Club and dare I say it, WeWork — are all based on ancient business models with a new twist.

Start With This: "What's Wrong With Current Products?"

Look, Uber didn't invent taxis — they just simply asked, "What's broken about the taxi business?" (Well, the limo business initially but who's tracking?) Any of us would be hard-pressed to find an existing product or service that couldn't use a ton of improvement.

What customers care most about is the improvement. Maybe that's ...

During the early days of my first startup I stumbled upon a huge liability that was killing us quickly — me.

What's funny is no one else needed to have this discovery. The rest of the organization had figured out long ago that I was immature, combative, prone to anxious tirades, and generally a pain in the ass to work with.

And looking back, I'm probably being kind.

As a Founder (and CEO), every single one of those idiosyncrasies becomes amplified a hundred-fold because my liabilities to the organization become rooted in every decision we make, every interaction we have, and the entire morale of the company.

If we don't exercise some serious self realization — and do it quickly — we may be creating one of the biggest hurdles our organiza...

It’s one of the classic phrases of the startup universe. We’ve all heard it a million times. It’s so ubiquitous, it inspired a Cards Against Humanity card:

“I have a great idea for a startup.”

If you’re anything like the Startups team, chances are you’ve caught yourself saying this more than a few times. If you’re really like the Startups team, you find yourself saying it a few times a day.

But what exactly is a “great idea?” How do you know when that idea you scribbled down on a cocktail napkin or a post-it note has the makings of a full-blown business? Is it really just a matter of “you know it when you see it”? Or is there more to it than that – something structured and systematic, a template of sorts that you can follow, time and time a...

Reflecting on building a diverse and inclusive workplace in the tech industry, Michele Perras, Director, Global Ecosystem and Alliances for Pivotal Software, looks back on what she has learned in her 15 years of personal experience as a woman in tech and her time on Pivotal’s Diversity and Inclusion council.

Here are a few things her experience has taught her:

1. Have an evolving definition of diversity and inclusion

It’s important to recognize that the diversity and inclusion goals you initially address will change and evolve. “It is about making sure that everyone has an equal opportunity to excel and communicate in their role, especially over their time at your organization,” she says, noting that the mindset should include more than wo...

The biggest challenge Founders face when finding a co-founder is determining how much value they will truly add. We have to realize that in the formative stages of a company, we are in a very leveraged and vulnerable state. We don't have the funds to pay people, no one is clamoring to work with us, and we're pretty much all alone.

This is where we make some of the most costly mistakes we could possibly endure. We place all of the value on someone based on who happens to be available right now and then give them the most valuable currency we will ever create.

We do this in the name of progress, but are we really asking the right questions?

Is One Person Worth 50% of our Net Worth?

The moment we take on a 50% co-founder the business needs to ...

We all know what it means to give equity away. But what does it take to get it back?

There are a few different methods we can use to begin clawing back some of our hard-lost equity, but all of them require quite a bit of effort — and aren't nearly as easy as giving it away!

Will investors incentivize us with additional stock?

When we look at future funding rounds, if things are going well, we may be able to negotiate some additional stock awards based on the next financing.

This is only an option if the company is doing well and we can point to a significant track record that we've demonstrated to get it there. It doesn't happen a lot, but it does happen.

Oh, and if we don't negotiate hard for it, no one is ever going to suggest it for u...

“When we first launched things were going gangbusters. But since then, things have kind of flat-lined. The business seems stalled. What do we do from here?"

Is it a blip or a trend?

Part of the challenge with running a startup is that we simply don't have any history of whether past performance was the future of our business or "just a really good quarter.”

For this reason, it's hard to tell whether we're really stalled until enough time has gone by that we can see the writing on the wall.

We imagine a "successful startup" always has a stout growth trend that runs "up and to the right" on every chart. But that's actually not really true.

Yes, there are some standout companies that smash records, but most companies grow slowly over a long ...

Unless you spent July of 2017 living in an underground bomb shelter with no Internet, you probably heard something about a certain Google memo, in which a Google engineer attempted to argue that the company was putting too much emphasis on diversity.

The memo quickly went viral, first within Google, then around the tech-sphere, and finally across the country. But somehow, amidst the storm of tweets, posts, and think-pieces on the subject, the most important points got lost: why team diversity matters in the first place, and what startups and other companies can do to make sure they’re building the strongest, most diverse, most kickass team they can.

So, we decided to devote a session of Startups Live to talking about exactly that. Joining u...

One of the things that makes running a startup so tough is that you have to attract some of the best and brightest employees, and get a heroic amount of productivity out of them, all while bigger, better-funded companies are offering them more money and better benefits.

In this environment, it’s tempting to spend a lot of money on perks — like yoga classes, fitness bootcamps, and gym memberships — to entice employees to not only work for you, but work longer hours. A corporate wellness program for a ten-person startup can easily end up costing two or three thousand dollars a month. At that point you’d be better off just hiring another employee.

However, it is possible to provide fitness & wellness service to your employees at an affordable...

It is critically important for the founders of a company to intimately understand the company’s Key Performance Indicators (“KPIs”). Founders cannot hope to grow a company in any meaningful way without an almost obsessive focus on its KPIs. Why? Because KPIs, if constructed correctly, give management and potential investors a cold, analytical snapshot of the state of the company, untainted by emotion or rhetoric. This focus must not be limited to the KPIs themselves, for they are merely measurements of outcomes. We look for founders to have an understanding of what levers can be pulled and what tweaks can be made to improve the business, which will then be reflected in its KPIs. So the focus should not be on the KPIs themselves, but the mea...