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Visions for Founders
 

Visions for Founders

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    Visions for Founders Visions for Founders Presentation Transcript

    • Visions for Founders BY GABRIEL YORAN
    • Be a great place to work where people are inspired to be the best they can be. Bring to the world a portfolio of quality products that anticipate and satisfy peoples desires and needs.Nurture a winning network of customers and suppliers, together we create mutual, enduring value. Be a responsible citizen that makes a difference by helping build and support sustainable communities.Maximize long-term return to shareowners while being mindful of our overall responsibilities.Be a highly effective, lean and fast-moving organization.
    • Whose vision is this?
    • The Coca-Cola Company
    • This is total bullshit.
    • Vision (and Mission).Do you need these?
    • A suggestion for how tocome up with a concretevision for a founder.
    • “By the end of the decade, we will put a man on the moon.” John F. Kennedy, 1962“A computer on every desk and in every home.” Bill Gates, 1980
    • These visions say whatneeds to be done, but theydon’t say why.They are ideological.
    • “We will go to the moon to prove that democracy is better than communism.”“We must have a computer on every desk because then we have a lot of operating systems to sell.”
    • You are about to found acompany.You need to have an idea ofthe future.You DO NOT need ideology.
    • A computer on every deskdoes not say why it is goodto have one there.
    • But the „why?“ is important - especially for founders!
    • How to come up with a helpful vision. A simple two-stepapproach for founders.
    • 1.Why are you doing what you do? 2.What is your proposition?
    • When operations is onhow we do someting, andmanagement is aboutwhat we do, then vision iswhy we do it.
    • The first part of your visionis about why you foundedyour company.
    • Why did you found your company?
    • It’s not just great ideas thatmake great entrepreneurs.It’s endurance.
    • But how do you endure?
    • „The best reason to start an organizationis to make meaning. Meaning is notabout money, fame or power. Instead,meaning is about making the world abetter place, increasing the quality of life,righting a wrong and preventing goodfrom ending.“Guy Kawasaki
    • Even if you fail, at least youfailed doing the right thing.
    • So your vision should explainwhy you are working on theright thing.
    • The second part of thevision is about yourproposition.
    • Why do you need aproposition?
    • Lack of focus can kill astartup. You cannot beeverything to everyone.
    • You will run into situationswhere you will have tomake decisions.
    • Decisions always need tobe made when they can’tbe made.
    • So you will need a guidelinethat you can refer to.(„Why are we here again?“)
    • A proposition is NOT aslogan, it is not a catchyclaim you can use in ads.It is a clear and truedescription of your offering.
    • First, find the core of youroffering, of yourproposition.
    • The core is theirreducible
    • Hide data in plain sight.First version in 1997: Couldonly hide one file at a time.No folders, no hard disks, nonothing.
    • In the light of an imminentencryption ban:„Encryption is just notenough, hide your data“James-Bond-like UX
    • Vision & Mission:Encryption is not enough.Steganos makes easy-to-use privacy softwarefor consumers.
    • Interesting people nearby.First version in 2007:People in a list - no maps.Only one photo per user.
    • Vision & Mission:A world with aka-akiwould be more social.aka-aki helps making thediscovery of a lifetime.
    • A helpful vision is a goodreason why you are doingsomething plus what youare doing exactly.
    • It’s meaning plusimplementation.
    • meaning isThe in the irreducible
    • They call it the„value proposition“
    • Someone must be incharge of every word in theValue Proposition.
    • Easy to use N Concept/UX/Supportprivacy software N Development for consumers N Sales/Mktg
    • 1.Why are you doing what you do? 2.What is your proposition?
    • Put these two points in two sentences. Put people in charge.Measure their performance.
    • Use your vision as a guideline, as a template.But: Be open for emergent strategies.
    • There will be weak signals you will need to listen to. They could becomestronger and render your vision useless.
    • Microsoft does not want tohave a computer on every desktop today.
    • The vision also works as a cornerstone for yourpositioning and branding. (Next week)
    • Homework:Why did you found your company?What is your proposition?
    • Thank you Gabriel Yoran@gabrielberlin