Your company will stop growing sooner than you think. The "Max MRR" metric predicts revenue plateaus based on churn and new revenue.| A Smart Bear
Because time is zero-sum, prioritization is mandatory. This is an index of purpose-built prioritization frameworks, and an overarching one to optimize your life.| A Smart Bear
RICE and other confidence-based frameworks are mostly noise. Here's how to make decisions without pretending to know the unknowable.| A Smart Bear
You must select between three pricing strategies, and fully commit to their implications.| A Smart Bear
A prioritized checklist for diagnosing why growth has slowed, and how to fix it.| A Smart Bear
Identifying useful frameworks for companies, strategy, markets, and organizations, instead of those that just look pretty in PowerPoint.| A Smart Bear
Competing against big firms? Their revenue streams are their Achilles heel. Learn how smaller startups have a shot.| A Smart Bear
"You're so lucky." That's true. There's also decades of sacrifice, emotional turmoil, long hours, perseverance. So… is it lucky?| A Smart Bear
I remember "disruptive" when it was called a "paradigm shift." You should be worrying more about making something people want to buy, and less about disrupting everything.| A Smart Bear
Stop talking past each other. Translate between the three "languages" of customer desires, product features, and business goals.| A Smart Bear
A simple workshop that evaluates new business ideas relative to your existing strengths -- the key to expanding without overreaching.| A Smart Bear
Why do startups typically fail? It turns out that "avoiding those things" is already a plan for success.| A Smart Bear
Luck always plays a role in startups, but there are ways to better capture upside and mitigate downside.| A Smart Bear
It's easy to explain why any given business will fail. So what? But neither is it wise to totally ignore the critics.| A Smart Bear
Why "expected value" doesn't work; here's a better framework for making long-term investments in your career, startup, and life.| A Smart Bear
Customers ask for ROI calculations to justify purchasing your software, but it still doesn't convince them. Here's what to do instead.| 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
"MVP" is a selfish process, abusing customers so you can "learn." SLC is an alternate philosophy that results in fast, validated learning, that customers love.| A Smart Bear
A novel system for selecting and presenting product KPIs, satisfying not only the product team, but also stakeholders, executives, and customers.| A Smart Bear
Discounting is the typical sales technique, but refusing to discount can lead to a much better business, even in the Enterprise.| 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
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
Industries commoditize over time, delivering similar products at similar prices resulting in low profit. Moats are the antidote; your strategy must create some.| A Smart Bear
According to the Internet, being a Product Manager is impossible. Can you ever measure up? No. But don't worry, there's a better answer.| A Smart Bear