Explosive growth of Slack, Loom, Figma and others have revealed a new way to scale b2b platforms. We will analyze the product growth strategy of Choco, a b2b platform that has in total raised $60M to make it easier for restaurants to order from their suppliers. Most of it is also true for REKKI, a competitor that raised more than $20M and is the original inventor of this particular playbook.
In most companies, we have a large number of specialists who are only responsible for a very small part of the work along the value chain. As the work moves from one expert/silo to another, the handovers cause an incredible amount of overhead.
I have personally witnessed projects where time was spent like this:
45% discussing concept, trying to perfect everything
45% fixing all the shit from communication issues, concept issues, etc
Tickets went back and forth several times between specialists and as a result, we had lead times of weeks and months. A very time-consuming and nerve-wracking…
After several years of working in the Startup ecosystem, I think I’ve seen my fair share of madness 🤪. I want to share the most toxic quotes I’ve heard from CEOs.
Disclaimer: I have not only seen toxic, but also wonderful CEOs, especially recently I have had the pleasure of working with very reflected founders & strong leaders.
Most people are familiar with the concept of technical debt:
Technical debt is a concept in software development that reflects the implied cost of additional rework caused by choosing an easy (limited) solution now instead of using a better approach that would take longer. — Wikipedia
You can take on some technical debt, but if you don’t re-pay it, it will accumulate interest over time (e.g. it’s becoming more and more difficult to ship features). Taking on technical debt can make sense, but you have to understand that at some point you will have to pay it back + interest.
I worked with lots of different startups, from early stage startups to ones with 100+ employees and way too many ended up with corporate processes & culture — here’s why I think thats the case.
In the beginning you have a few people working together, everything is super informal. There is almost no need for processes and as people are aligned and the direction is clear, there is not much need for reviews.
Everyone regularly talks to everyone, the whole company has lunch together and people know each other quite well.
Depending on the culture & leadership skills of the…
Just trying out an experiment to get through my growing list of blog-article ideas: For 1 hour, I will try to sketch & publish as many blog articles as possible.
After a minimal viable article was published, I hopefully get more motivated to refine and polish them later on.
Lets see ;)
In product management we deal a lot with numbers and data, trying to improve our understanding of our users and how they use our products.
Often, to make sense of the data, we calculate averages, like the average amount of purchases per user, or the average time a support ticket is being answered.
Consider diapers. The average diapers user is around 33 years old. But the real distribution is obviously very different, you gonna have lot’s of baby’s using diapers and lots of seniors using them, thus the average number becomes useless and distorts what’s really going on.
As more and more people realize the addictive potential of Facebook & co, we should start talking about regulation.
When cocaine started to get attention in our western world in around 1880, famous people such as Sigmund Freud were consuming it. At this time, the danger of cocaine was only gradually recognized. As soon as it’s risks were uncovered, society decided to ban it.
Nowadays, with a growing body of scientific evidence, we start to uncover and understand the dangers of apps such as Facebook, Netflix and co.
The way we are consuming these apps is very naive. Similar to…
Fostering communication within a team is extremely important. Implementing Daily Design Reviews can prevent a lot of waste.
A few weeks ago, during one of our retrospectives, we discovered the following problem: Our designer was spending days on creating new designs, only that later in the technical refinement, most of his ideas were rejected: Stuff which was very easy to implement with the tech-stack of his previous company, would now be almost impossible to realize with our tech-stack. Our designer had worked too isolated and now we were discussing ideas to fix that.
The solution we came up with are…