leadership

  • Product-Led Growth (PLG)

    Go-to-market strategy that relies on the product to acquire, activate, or retain customers. It is seen as one of the more cost-effective ways to create a customer base, in particular to engender organic growth and evangelism. It’s particularly popular for developer tools, as it’s always presumed developers like to try something before they believe it will work for them, as well as consumer-facing companies.

    In B2B companies, it can mean using product data to drive sales actions. The idea with PLG is that people like the product so much, they use it with others, which grows the number of users organically or vastly simplifies the sales process.

    — Loved: How to Rethink Marketing for Tech Products (Silicon Valley Product Group) by Martina Lauchengco

  • Researchers classified the three types of behavior. The first group, termed gamblers, took high risks but exerted no influence on the outcome of events. The second group, termed conservatives, were people who took very little risk. The third group, termed achievers, had to test the limits of what they could do, and with no prompting demonstrated the point of the experiment: namely, that some people simply must test themselves.

    By challenging themselves, these people were likely to miss a peg several times, but when they began to ring the peg consistently, they gained satisfaction and a sense of achievement. The point is that both competence and achievement-oriented people spontaneously try to test the outer limits of their abilities.

    — High Output Management by Andrew S. Grove

  • If we define the future as a time that looks different from the present, then most people aren’t expecting any future at all; instead, they expect coming decades to bring more globalization, convergence, and sameness.

    In this scenario, poorer countries will catch up to richer countries, and the world as a whole will reach an economic plateau. But even if a truly globalized plateau were possible, could it last? In the best case, economic competition would be more intense than ever before for every single person and firm on the planet. However, when you add competition to consume scarce resources, it’s hard to see how a global plateau could last indefinitely. Without new technology to relieve competitive pressures, stagnation is likely to erupt into conflict. In case of conflict on a global scale, stagnation collapses into extinction.

    That leaves the fourth scenario, in which we create new technology to make a much better future. The most dramatic version of this outcome is called the Singularity, an attempt to name the imagined result of new technologies so powerful as to transcend the current limits of our understanding.

    — Zero to One: Notes on Startups, or How to Build the Future by Peter Thiel, Blake Masters

  • Well-managed companies are excellent at developing the sustaining technologies that improve the performance of their products in the ways that matter to their customers. This is because their management practices are biased toward:

    • Listening to customers.
    • Investing aggressively in technologies that give those customers what they say they want.
    • Seeking higher margins.
    • Targeting larger markets rather than smaller ones.

    — The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change) by Clayton M. Christensen

  • Work for goals that you and your organization are excited about and think about how your tasks connect to those goals. If you’re focused on the goal, excited about achieving it, and recognize that doing some undesirable tasks to achieve the goal is required, you will have the right perspective and will be appropriately motivated.

    If you’re not excited about the goal that you’re working for, stop working for it. Personally, I like visualizing exciting new and beautiful things that I want to make into realities. The excitement of visualizing these ideas and my desire to build them out is what pulls me through the thorny realities of life to make my dreams happen.

    — Principles: Life and Work by Ray Dalio

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