YC advises founders to 'plan for the worst'
YC advises founders to ‘plan for the worst’ amid market teardown Y Combinator, a Silicon Valley kingmaker, is advising its portfolio founders to “plan for the worst” as startups across the globe scramble to navigate a sharp reversal after a 13-year bull run. The investment firm — whose early backings include investments in Dropbox, Coinbase, Airbnb and Reddit — this week suggested startups cut the
Evidence-based policy - Wikipedia
Evidence-based policy (also known as evidence-based governance) is a concept in public policy that advocates for policy decisions to be grounded on, or influenced by, rigorously established objective evidence. This concept presents a stark contrast to policymaking predicated on ideology, 'common sense', anecdotes, or personal intuitions. The methodology employed in evidence-based policy often incl
オフィス縮退に関する一考察
今般のコロナ禍において、働き方や、またそもそもの日常生活において影響を受けていない人はいないでしょう。そして、その影響を受けて（縮小をありきの前提とせず）新しいオフィスの在り方とはどのような形であるべきなのか、そういったことを整理したいと考え、さくらインターネット研究所（菊地）において議論を進めてきまし…
Working Backwards
Working BackwardsNovember 01, 2006 • 579 words In the fine grained services approach that we use at Amazon, services do not only represent a software structure but also the organizational structure. The services have a strong ownership model, which combined with the small team size is intended to make it very easy to innovate. In some sense you can see these services as small startups within the w
OODA loop - Wikipedia
"Ooda" redirects here. For the Japanese city, see Ōda, Shimane. Diagram of the OODA loop The OODA loop (observe, orient, decide, act) is a decision-making model developed by military strategist and United States Air Force Colonel John Boyd. He applied the concept to the combat operations process, often at the operational level during military campaigns. It is often applied to understand commercial
How to Tell If You're a Great Manager by @ttunguz
I’ve been reading Fred Kofman’s book, Conscious Business. Written in 2006, the book summarizes Kofman’s experiences as a management consultant to some of the great leaders in technology and other industries. In the book, Kofman lists 12 questions Gallup used to identify great managers in one of the largest management surveys conducted. As I read this list of 12 questions, I started answering them
PDCAサイクルの問題14点と致命的欠陥4点 – アイ＆カンパニー
PDCAが回らない PDCAを回せない原因がPDCAを理解していないためだといわれます。速く回さなくてはならないとPDCAの勉強を迫ります。こうして成果なきPDCA信奉が無理強いされていきます。 PDCAが回らないことに対する、経営者や管理職、本社、企画部門の認識： 計画が立てられません：情報収集に時間がかかり、情報が不十分で、確かなことが分かりません。計画倒れで実行に移されていません：環境が変わってしまって計画通りに進みません。実行した後のチェックが疎かになっています。：チェックは責任追及になります。計画が達成されても既に状況が変わってしまっています：計画自体が要りません。 PDCAが回らないことに対する、現場の認識： 上層部から計画が降りてきますが、現場のことを知らない者が作った計画に反感を覚えます。現場は計画で想定していたのとは違い、想定していた現場の能力がなく計画が進みません。前例
RICE: Simple prioritization for product managers
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The shadow org chart
Like every company, we have a hierarchical org chart with me at the top. It looks something like this: I have long felt there is a shadow org chart, much like a shadow economy, where employees trade ideas, give direction, offer help, and spread culture. This shadow org chart is built bottom up by employees and is very different from the top down hierarchical org chart set by me. I wanted to map th
Psychological safety - Wikipedia
Psychological safety is the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes.[1][2] In teams, it refers to team members believing that they can take risks without being shamed by other team members.[3] In psychologically safe teams, team members feel accepted and respected contributing to a better "experience in the workplace".[4][5][6
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When You Hire an Executive, You're Hiring a Network by @ttunguz
生き残る運用管理者 ～運用自動化を成功させる人、失敗させる人～
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