Think starting a business with your friends will be fun? Think again. Triberr co-founder Daniel Cristo shares his take on what really makes the best partnerships and why it’s such a crucial decision.
Sometimes things become a cliché for a reason, like not mixing business with pleasure. That’s because combining the two doesn’t rarely leads to success in either realm. So if you’re thinking of starting a business with your close knit circle of friends, watch this video with Triberr co-founder Daniel Cristo to really consider what you’re getting into.
Internal conflict and finger pointing can wreak havoc on any organization, but that’s particularly true for software businesses that are trying to scale.
In the old days, software used to be developed through a highly structured system that followed a linear path through large functional silos (product management, software development, quality assurance, etc.). But today, in a world where buyers expect businesses to deliver not just a product, but a service, that structure has evolved and SaaS organizations have had to adjust their development approach to it.
In six years, Dropbox has shot to fame as a Silicon Valley darling. Now, with nearly 200 million users and an estimated value of $4 billion, the company is on a collision coarse with the biggest tech companies on the planet. Can it survive?
By now, you’ve probably heard the legend.
Drew Houston is a MIT student waiting for a bus at South Station in Boston. He’s looking forward to four solid hours of getting work done on his laptop when he realizes he’s forgotten his USB drive. Instead of freaking out, he whips up a few lines of code, and, maybe without realizing what he’d just done, ends up building the framework of what would become a billion dollar idea.
Sure, customers are buying your software or service, but they’re also trusting that you’ll take care of their precious information. Today’s leading software companies realize this, and that’s why many are developing trust sites.
The odds are you’re software or service isn’t the only product on the market that’s going to solve a customers’ needs. So when it comes to the sales process, you need something that will give you an edge on your competition. Software attorney Jeremy Aber says a trust site is just the thing to show customers you’re the partner they want.
Find out why, when it comes time for drafting your SaaS contracts, it pays to give your customers a big KISS and keep it simple, stupid.
Struggling to decipher a foreign language is something you should only have to deal with when traveling to exotic locales, not working with a new piece of software. That’s why Jeremy Aber, of Aber Law Firm, advises you to take a hint from Microsoft, IBM, Facebook, and others by opting for plain language when drafting contracts.
Constantly finding yourself crossed up as you work? That unsettled feeling comes from disconnected tools and disorganized processes in your enterprise project management.
If managing a project requires more moving parts than the project itself, you’re in trouble. So why do so many companies have such disparate tools and processes? In this new infographic at AtTask, you’ll see why unification is the key to enterprise project management and how to achieve it.
Are formal business titles killing your team’s productivity? IT Professional Services leader Ken Lownie explains why locking your employees into narrowly defined roles not only stifles their personal development, it also hurts your bottom line.
As expansion-stage software companies build out their professional services business, they often fall into the trap of locking new staff members into narrowly defined roles that inhibit their utilization and development. You can avoid this pitfall, however, by explicitly separating the roles that team members play on projects from their formal titles and levels.
In part one of a three-part series on software scalability, former PayPal executive and serial entrepreneur Mike Fisher addresses the three things that can help (or prevent) growing software businesses from scaling efficiently.
When technology startups begin the process of scaling their business, they often rely on what veteran technology executive and AKF partners co-founder Mike Fisher describes as a “Law of the Instrument” approach.
“It’s akin to the old hammer-and-nail analogy – when you’re a hammer, everything looks like a nail,” says Fisher, who served as PayPal’s VP of Engineering and Architecture as the company began to scale in the early 2000s, and has authored two books on the art and process of scalability. “Along those lines, if you’re a technologist, the default is to try to fix or address everything by improving or evolving the technology.”
Unfortunately, Fisher says, scaling a technology company requires much more than that.