When later asked about the reasons for the product’s eventual failure, Clifford Nass, a communications professor at Stanford who’d consulted on Bob’s design, replied: “The problem with radically new things is the first ones are usually atrocious.” He urged the design and programming community to consider the program’s successes as well as its fa…
We landed on this process after a decade of refinement. Just like we’re always iterating on our product work, we’re also always iterating on how our company works. We consider our company a product too. When you begin to think of your company like a product, you can begin to improve it in entirely new ways. I feel like we’re on version 5.2 of “how we work”.
You don’t get any of this from Reed Hastings when he talks about $40 late fees. You think “oh I need a great idea” when really the idea is nothing and your psychology & persistence is everything.
Thanks, but no thanks. Basecamp has never sought to conquer the world or the markets. We do not have to win a total victory from a total assault to be fulfilled. Which partly stems from the fact that we aren’t beholden to financiers, partly because the satisfaction of running Basecamp comes more from doing the work, less from owning the work.
Bitcoin and cryptocurrencies represent a major shift in how people can invest and trade in global capital markets. It opens up markets and eliminates a lot of barriers of entry to allow everyone to participate freely.
This is very much in the vein of the lean startup approach. I believe that it makes sense to run your whole life on the lean startup model. Always be figuring out simple experiments that you can run and get data from. Always be ready to pivot.