When you found a company, you have the original vision, you make all the original decisions, you know every employee, you kind of know every aspect of the product architecture and its limitations.
Sentiment: POSITIVE
Your employees have lots of opinions about everything - your strategy and vision; the state of the competition; the quality of your products; the vibe in the workplace. There are tons of things you can learn from them.
Most of all, I discovered that in order to succeed with a product you must truly get to know your customers and build something for them.
When a company is facing a problem, it always takes a stance and takes a decision, but at the same time it wants to make sure of what it can learn from it, what enhancements it can make.
As a company grows, its purpose grows with it. It has the potential to evolve your purpose.
When you build a product, you make a lot of assumptions about the state of the art of technology, the best business practices, and potential customer usage/behavior.
Our development strategy is based on a deep understanding of our customers. They want high-quality products and good service.
Every company, every boardroom in which I sit, has a plan, and they have objectives, goals, and a process. And to make it work, the pressure and incentive have to come from the top.
Your innovation can create new winners and losers; or at the very least, make existing companies look fresh and innovative by partnering with you. Everyone wants to align with market makers.
In a company, you buy thousands of things. Every item you buy has its own footprint.
When a company identifies how to integrate the processes needed to give the consumer a sense of job completion, it can blow away the competition. A product is easy to copy, but experiences are very hard to replicate.
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