How do you know when to stop, versus when to push through? You don't, not even in hindsight. But these guiding questions can help.| A Smart Bear
This eight-step process brought WP Engine from an idea to a Unicorn. While there are other roads to Product/Market Fit, consider copying some of these ideas.| A Smart Bear
Hiring even one person creates a lot less profit than you'd think, and launching a product rarely works out. Here are some tips for consulting companies.| A Smart Bear
Reflecting on selling Smart Bear in 2007, offering insights for entrepreneurs facing similar decisions.| A Smart Bear
Some of the most enticing, important metrics are impossible to measure, even after the fact. Here's how to identify and avoid this trap.| A Smart Bear
Most so-called "strategies" are vague, wishful thinking, written once and never seen again. Don't do that. These are the characteristics of great strategy.| A Smart Bear
Advice from "successful entrepreneurs" might be unreliable due to Survivor Bias. What's real, and what's random?| A Smart Bear
An objectively "worse" strategy can win, if it leverages something unique or unexpected. Startups can use this concept to beat incumbents.| A Smart Bear
Many founders experience a profound and prolonged sadness after selling their company. But "not selling" might be worse. Maybe my story will help you.| A Smart Bear
Don't use phrases like "unlikely" or "almost certainly." Here's real-world data showing why not, and what to do instead.| A Smart Bear
This fresh take on "Willingness-to-Pay" analyzes three types of customer motivation, leading to superior strategies for growth that also better the world.| A Smart Bear
Leveraging strengths -- not "fixing weaknesses" -- is how to win. Better when differentiated. Best when durable. Here's how to create leverage.| A Smart Bear
No you can't "have it all." You can have two things, but not three.| A Smart Bear
Even Facebook and Slack did not grow "exponentially," as frequently described. Here is the correct model that you can use to understand and affect growth.| A Smart Bear
Everything about a startup changes over time. The few things that don't, are its essence. The voyage is meaningless, unless you decide what those things are.| A Smart Bear
Many startups fail despite identifying a real problem and building a product that solves that problem. This explains why, so you can avoid their fate.| A Smart Bear
We dramatically, repeatedly fail to predict the future. Does that mean "strategy" is senseless? No, it means you need these techniques to navigate a volatile world.| A Smart Bear
What creates a fulfilling existence? Exploration leads to a framework I've used for years for myself and the people around me. I hope it helps you too.| A Smart Bear
This complete work-prioritization framework builds on the simplistic "Rocks, Pebbles, Sand" analogy, adding the details you need in the real world.| A Smart Bear
Traditional rubrics fail to reveal the best answers, or how to explain those answers to others. After explaining why, the following system solves both failures.| A Smart Bear