domingo, 22 de octubre de 2017

Lessons learned and tips from a young VC’s perspective

My Summer in the Venture Capital World – Philipp Handel – Medium
via @daphnipolis

Lesson 1: Designing a good sourcing strategy is key
Looking back to the inception of our sourcing strategy, the idea was to 1) reach out to "country here" investors, 2) attend startup events, and 3) reactivate and formalize existing connections.
power of events to bring together the startup ecosystem
TIP 1: Discover your hunting instinct
TIP 2: The power of extroversion

Lesson 2: Learn to ask the right questions

trade-off between being efficient at screening and being open-minded to new creative ideas, thus not missing the “crazy bets”. It requires a very entrepreneurial mindset: Looking for strengths instead of weaknesses at first.
During the call you want to find out about the “raison d’être” of the startup, hear its founding story, usually starting with a) the problem they saw in the market, b) the solution they developed and c) the vision they have for the future.
If sounds exciting: 1) the product,  2) the market3) the team
A big trap would be to rely too much on a rigid framework or a checklist when assessing an opportunity. 

TIP 3: Build a trust relationship with founders
TIP 4: Develop proficiency in technology

Lesson 3: Go beyond executing the investment thesis
you evaluate an investment opportunity not only in itself but also relative to the fund’s investment thesis.
It was key for me to fully understand what we are investing in instead of only executing a checklist of criteria. 

TIP 5: Spot the value of contrarian views

domingo, 8 de octubre de 2017

14 metodologías de innovación

 vía @NonoRegaa retuiteando a @Virginiog…
Metodologías innovadoras para crear la empresa del futuro

1. Design Thinking
2. Lean Startup
3. Agile
4. Scrum
5. SAFe
6. Kanban
7. Kaizen
9. OKR
10. Teoría U
11. Kotter
12. Forth Innovation Method
13. Metodología 3D
14. Design Sprint

Abundance… Why the World Is Better Than Ever & Will Get Better Still

Why the World Is Better Than Ever—and Will Get Better Still

In the last hundred years, we’ve seen the average human life expectancy nearly double, the global GDP per capita rise exponentially, and childhood mortality drop 10-fold.

“In the hands of smart and driven innovators, science and technology take things which were once scarce and make them abundant and accessible to all.”

This means making sure every single person in the world has adequate food, water and shelter, as well as a good education, access to healthcare, and personal freedom. 

This might seem unimaginable, especially if you tend to think the world is only getting worse. But given how much progress we’ve already made in the last few hundred years, coupled with the recent explosion of information sharing and new, powerful technologies, abundance for all is not as out of reach as you might believe.

The Path to Abundance

Eager to create change, innovators armed with powerful technologies can accomplish incredible feats. Kotler and Diamandis imagine that the path to abundance occurs in three tiers: 

  • Basic Needs (food, water, shelter) 
  • Tools of Growth (energy, education, access to information)
  • Ideal Health and Freedom
Many people don’t believe it’s possible to end the persistent global problems we’re facing. However, looking at history, we can see many examples where technological tools have unlocked resources that previously seemed scarce. 

Technological solutions are not always the answer, and we need social change and policy solutions as much as we need technology solutions. But we have seen time and time again, that powerful tools in the hands of innovative, driven change-makers can make the seemingly impossible happen.

domingo, 1 de octubre de 2017

The Coming Software Apocalypse

The serious problems that have happened with software have to do with requirements, not coding errors.
The Coming Software Apocalypse - The Atlantic
The programmer, the renowned Dutch computer scientist Edsger Dijkstra wrote in 1988, “has to be able to think in terms of conceptual hierarchies that are much deeper than a single mind ever needed to face before.” Dijkstra meant this as a warning. As programmers eagerly poured software into critical systems, they became, more and more, the linchpins of the built world—and Dijkstra thought they had perhaps overestimated themselves. 
“The problem is that software engineers don’t understand the problem they’re trying to solve, and don’t care to,” says Leveson, the MIT software-safety expert. The reason is that they’re too wrapped up in getting their code to work. “Software engineers like to provide all kinds of tools and stuff for coding errors,” she says, referring to IDEs. “The serious problems that have happened with software have to do with requirements, not coding errors.” When you’re writing code that controls a car’s throttle, for instance, what’s important is the rules about when and how and by how much to open it. But these systems have become so complicated that hardly anyone can keep them straight in their head. “There’s 100 million lines of code in cars now,” Leveson says. “You just cannot anticipate all these things.” 
In a recent essay, Victor implored professional software developers to stop pouring their talent into tools for building apps like Snapchat and Uber. “The inconveniences of daily life are not the significant problems,” he wrote. Instead, they should focus on scientists and engineers—as he put it to me, “these people that are doing work that actually matters, and critically matters, and using really, really bad tools.” Exciting work of this sort, in particular a class of tools for “model-based design,” was already underway, he wrote, and had been for years, but most programmers knew nothing about it. 
“Human intuition is poor at estimating the true probability of supposedly ‘extremely rare’ combinations of events in systems operating at a scale of millions of requests per second,” he wrote in a paper. “That human fallibility means that some of the more subtle, dangerous bugs turn out to be errors in design; the code faithfully implements the intended design, but the design fails to correctly handle a particular ‘rare’ scenario.”

sábado, 30 de septiembre de 2017

Is Resilience the Secret to Being Happy at Work?

 No doubt. Resilience and contentedness…

Is Resilience the Secret to Being Happy at Work?

There are three main qualities of resilience.
  1. Challenge: Resilient individuals view adversity as a challenge and opportunity to learn, not a permanent situation or reflection of their self-worth.
  2. Commitment: Those of a resilient mindset have personal and professional goals, and stick with them. They maintain contact with people and participate in events during difficult times.
  3. Personal Control: People who are resilient focus on events and situations they can control. They thus feel empowered and confident, and take action accordingly.

It is also worth considering some negative consequences of resilience. Like any strength, if resilience is overused, it can become a weakness. Overly resilient individuals are more likely to:
  • Pursue unattainable goals
  • Accept difficult situations, especially in the workplace, for too long
  • Develop aggressive coping mechanisms
  • Become socially distant in times of pressure
  • Possess less self-awareness as they tend to push through all challenges instead of recognizing their limitations.

Cultivating Resilience

1. Develop a Growth Mindset 

2. Challenge Your Self-Talk

3. Recovery

4. Positive Attitude

5. Organizational Resilience

domingo, 24 de septiembre de 2017

11 Corporate Habits That Kill Your Company's Innovation Engine (Strategyzer video)

Replay: 11 Corporate Habits That Kill Your Company's Innovation Engine — Strategyzer

  1. Current business model dominate the agenda
  2. One-size-fits-all decision making hurts speed & inventiveness
  3. Insisting on untested and detailed business plans
  4. Opinions and past experience matter more than evidence
  5. Outsourcing customer discovery and testing
  6. Lack of senior leadership participation
  7. Obsession of competitors rather than customers
  8. Predominant focus on technology risk at the expense of other risks
  9. Innovation is career suicide in most organizations
  10. The innovation engine is siloed from the execution engine
  11. Integrate new ideas into the execution engine too qickly 

sábado, 23 de septiembre de 2017

How a CEO Tells a Great Story

This Is How a CEO Tells a Great Story | OpenView Labs

#1. Name a Big, Relevant Change in the World (1:20)

#2. Don’t Proceed Until Your Audience Validates the Change (2:29)

#3. Tease Your Promised Land Before Pitching Your Product (2:44)

#4. Name the stakes (2:51)

#5. Position features as overcoming obstacles to the Promised Land (4:28)

domingo, 3 de septiembre de 2017

Lecciones aprendidas emprendiendo

 por Francisco J. Martín ( @aficionado ) fundador de @bigmlcom

Francisco inició su carrera como becario del MEC en el departamento de Sistemas Informáticos y Computación de la UPV y después en el Instituto de Investigación en Inteligencia Artificial del Consejo Superior de Investigaciones Científicas (CSIC).

En 1999 fundó iSOCO-Intelligent Software Components, uno de los primeros spin-offs del CSIC.

En 2004 participó en Strands que fue vendida a Apple por 49 millones de dólares.

En 2007 fundó BigML.

En el meetup en el que lo escuché hizo un repaso a sus lecciones aprendidas en estos años. Son:
  1. Entrena cuerpo y mente, la condición física y mental es esencial
  2. Auto-disciplina
  3. Equipo y coordinación (pero el "equipo mínimo viable")
  4. Permanentemente en economía de guerra
  5. Conviértete en un francotirador (focus)
  6. Conoce a tus enemigos (competidores, tóxicos dentro)
  7. Haz muchos aliados
  8. Los planes están para romperlos (Eisenhower)
  9. Estar listo para las bajas (cofundadores, empleados…)
  10. Desarrolla el sentido del humor

La persona a mi lado, en el cierre de Francisco fue capaz de sintetizar en una frase muy simpática la síntesis de Francisco sobre todo lo que nos habñia contado:
Haz el negocio, no la guerra.