Google says Plus has 540 million monthly active users, but almost half do not visit the social network.
What kind of active users are those who do not visit the social network?
via The Plus in Google Plus? It’s Mostly for Google, New York Times.
Horace Dediu, aka Asymco wrote one of the best pieces of his texts, shown below:
A company is nothing more (and nothing less) than three things: people, processes and purposes. In the language of the software engineer these would be inputs, algorithms and specifications. In the language of classical business analysis they are assets (or resources), organization structures and business models. In military theory, these are logistics, tactics and strategy.
This is the trinity which allows for an understanding of a complex system: the physical, the operational and the guiding principle. The what, the how and the why.
He goes on to finish the article:
This would not be too troubling if the effect would be restricted to the company stakeholders. The trouble lies in that organization also having de-facto control over the online (and hence increasingly offline) lives of more than one billion people. Users, but not customers, of a company whose purpose is undefined. The absence of oversight is one thing, the absence of an understanding of the will of the leadership is quite another. The company becomes an object of faith alone. Do we believe?
A superb piece of analysis yet again. We’re very happy to be able to support Asymco with UpCloud.
via Google’s three Ps, Asymco.
Allan Martinson, a prominent Estonian VC, shared a link to a WSJ article on Facebook:
Sungy Mobile Limited, a leading provider of mobile internet products and services globally with a focus on applications and mobile platform development, today announced that it had recently acquired GetJar, Inc. (“GetJar”), a privately held mobile ad network based in California for $5.3 million in cash. The Company may also issue up to an aggregate of 1,443,074 Class A ordinary shares to the seller of GetJar by early 2016 as earnout payments if certain performance targets are achieved.
According to Martinson, even with the earnouts (which he calculated at $5.3M in stock), the payback amounts to less than 25% of money invested into the company.
I’m super happy to see ArcticStartup go responsive with its new design.
It may seem like a small thing, but I too managed to put this off for so long during my tenure. There was always something more important. Love it. Also, huge respect to Nippe and co. at Adtile for making the redesign a reality.
Towards the end of the year and beginning of this year I listened to Clayton Christensen’s books on technology and innovation. In total I listened to three books; The Innovator’s Dilemma, The Innovator’s Solution and Seeing What’s Next.
They all build on each other and work pretty nicely together.
The Innovator’s Dilemma explains the dilemma where by it is hard for companies to adjust to new market dynamics and forces. Many companies “feel good” when a new comer takes away some of their low end business, which isn’t too valuable for them. Soon they realise that the new comer is biting away into the incumbent’s business ever more while constantly moving upmarket until it is too late to do anything about it.
Innovator’s Solution builds on the previous book as the title suggests. It recommends building on disruptive growth and separating that from your core business in some ways. To me, this resembles the startup ecosystem most closely. However, all of the books are explained from the point-of-view of large companies, mostly publicly listed ones.
Seeing What’s Next is the last book so far, that I’ve read of the series. This builds on the previous two in giving tools to understand how markets and companies develop. My biggest taking away from this was that there are two kinds of markets that companies build their growth on – customers who are non-consuming or those who are over served.
All in all, while being relatively academic and using somewhat old evidence from the turn of the millennium, I do believe they have a lot of valuable advice in them. For example, Innovator’s Solution builds a lot on the iterative approach of continuous development that Steve Blank made famous with his Customer Development methodology. I do believe that he acknowledges Clayton Christensen’s work though.
If you work in technology or lead a company that works in a relatively fast changing environment, I suggest strongly that you take the time to read (or as I did, listen) these through.
This is ridiculous:
British police are examining whether Guardian newspaper staff should be investigated for terrorism offences over their handling of data leaked by Edward Snowden, Britain’s senior counter-terrorism officer said on Tuesday.
However, there’s an immense amount of material to be unleashed. I truly hope this will change the way the world functions today:
“We have published I think 26 documents so far out of the 58,000 we’ve seen, or 58,000 plus. So we have made very selective judgments about what to print,” he [Guardian editor Alan Rusbridger] said. “We have published no names and we have lost control of no names.”
To me, this is beginning to look like the cold war that erupted after the Second World War – only today, the nukes have been replaced with questionably sourced data. Governments are increasingly collecting data about other nations, their leaders and citizens, to build an edge for themselves.
Tallinn is one of my favorite cities and this is a great list. Here’s The Hipster’s Guide to Eating in Tallinn.
Little corky, otherwise excellent.
Mark Suster at Both Sides of the Table writes a brilliant piece on how to nail a presentation. It’s one of the best I’ve ever seen and urge you to take a look at it if your job demands it. The tips are simple, but the opportunity is immense:
Most people suck at presenting to big groups. It’s a shame because the ability to nail these presentations at key conferences can be once-in-a-lifetime opportunities to influence journalists, business partners, potential employees, customers and VCs.