By James Santagata
Principal Consultant, SiliconEdge

“Core competencies are different for every organization. But every organization needs one core competence: innovation.”
   - Peter Drucker

By James Santagata
Principal Consultant, SiliconEdge


Business Is Simply Warfare Without The Pleasantries and Veneer of the Geneva Convention

By James Santagata
Principal Consultant, SiliconEdge

As you know from both our training and from this blog, we believe that problems normally fall into just three general categories. They are either:

1. Political in nature.
2. Technical in nature.
3. Financial in nature.

But when you really boil it all down, it almost always comes down to something political -- which is the human element -- this is not good nor bad but it is a reality that we must all understand to perform at our best while anticipating, mitigating or sidestepping potentially messy, costly or dangerous situations.

Further, it our contention that once you recognize these politics (which is the human element) and all that it brings, you are greatly positioned to uncover major opportunities and subsequently monetize them.

This affects everything from creativity, innovation, employment engage,  talent acquisition, develop, deployment and management and so on.

From this, it was with great interest that I came across this little gem by Mark Suster which on the surface appears to be about Founder and Management Infighting but actually is about office politics and organizational power and more specifically the human element. 



The Perils of Founder Fighting Posted on January 4, 2014 by Mark Suster

Yesterday I wrote a post about “the politics of startups” in which I asserted that all companies have politics, which in its purest sense is just about understanding human psychology.

...

I think as a tech industry we have bred a culture that places more emphasis on product excellence than managing human behavior. Of course it makes no sense to have great people management and a crappy product. But I would posit that in order to sustainably build great products in an intensely competitive industry with skills shortages – people management is one of the most critical soft skills organizations need.

...
At the risk of sounding like a broken record, it’s why I believe executive coaches are so important for startups who have the financial resources to afford them.

By James Santagata
Principal Consultant, SiliconEdge


One of the frequent topics I like to discuss besides the myth and meme that "Necessity Is the Mother of All Invention" is the fact many of Silicon Valley's most vaunted startups are all post-tech businesses. 

Yes, you read that right. Post-tech.

They surely use technology in their day-to-day operations just as UPS does, the Hilton hotel chain or even Walmart. However, many of these startups may actually use even less tech than these brick and mortar firms. Examples of such startups and ventures that are post tech include Airbnb, Uber and Zappos which is analogous to an online Nordstrom in terms of the excellent customer service experience they provide. Further, the technology required to run these companies is often available right of the shelf for a pittance (relatively speaking). There are plenty of other non-Valley, post-tech companies such as Groupon, Gilt Groupe and Dollar Shave Club to name just a few.

What does all this mean?

As we've discussed many times before, this means that what many of these startups are facing (or will face) as their primary challenge is primarily human in nature not technical.

Specifically, the markets that post-tech startups will want to or tend to target are those which are massively inefficient (thus, having huge profit potential while populated with tepid or ossified competitors) due to the use of regulatory capture by rent-seeking incumbents.

Over the last 18 to 20 years (and especially during the last 7 years) the skills and knowledge needed to quickly and cost effectively build, mass produce and even consume these technologies and tools have now become almost completely common place.  Consider that the amount of computing power (and bandwidth) we have in our smart phones to a person 10 years ago as is the ability to buy right off the shelf most of the things we need to create just about any product or business. 

We're no longer concerned with the theory behind building a router or the design and development of packet switched (versus a circuit based networks).  Even IPTV is no longer a hazy dream but a daily reality. 

I could go on and on, but I won't so as not to bore you.

Beyond core technology, the Valley has now grown and matured in regards to the knowledge, processes, skills and resources needed to not only build a product but to launch a company and to make it successful (although, often times, the Valley still struggles greatly with market-based productization and ultimately the monetization off the product. These two sticking points, therefore, provide huge opportunities for the next generation of entrepreneurs to focus on).

For me, I'm glad I lived in the Valley and still do business there. It was a very huge turning point and chapter in my life, however, for many reasons, not everyone can get there, at least now. 

Yet they worry and fret. Don't.

My advice, is don't worry or fret, do the best you can, with what you have, where you are. If the Valley is in your future you'll be there. And beyond that, there is a downside to the Valley -- too many posers, Drive-by entrepreneurs, Lottery Ticket Louts and so forth attending events and conferences rather than staying home or at the office building product or businesses. Better yet, spending the time getting in front of customers. The point is the Valley is a huge echo-chamber where luck and one-trick ponies are seen as "systems", "processes" and "truths" and where almost no one I have met can separate talent from systems, brand and product.

That's the downside. A major downside.

The upside is that even if you aren't in the Valley, you can still read and see what's going on, in real time, without being pulled into the Valley echo-chamber and backslapping "ataboys" that are often made with good intentions but damage companies and entrepreneurs in the long run.

The glorious fact, and I do say glorious,  is that now with all of the knowledge, mentors, books, forms, templates and so on I question this "race to setup in the Valley"  Further, we should consider and clearly understand that most of the "tech pain" and "tech risk" has been taken entirely out of the startup equation. 

To summarize, in effect, so many of these startups are post-tech. They surely use tech in their daily business or operations just like KFC, Burger King and UPS does but they aren't tech firms. This doesn't make them better or worse than any startup. But it does mean they should acknowledge this new reality as should every startups, potential entrepreneur as well as incumbent.

By James Santagata
Principal Consultant, SiliconEdge


Outside of questions pertaining to SiliconEdge's training and coaching services, two of the most common questions people ask us have to do with our company name. 

Is there a particular meaning attached to the name? And if so, what is the philosophy behind it?

Simply stated SiliconEdge represents two concepts.

First, it represents the physical edge of Silicon Valley -- the millions and millions of miles of inhabited space where entrepreneurial and intrapreneurial skills and knowledge have been rapidly diffusing or have already diffused and the exciting innovation and creativity that have been taking place or are about to take place outside of the Valley as well as outside of the United States.

Second, and mostly importantly, if we accept Silicon Valley to be the mecca of technology, creativity, innovation and risk taking,  then this "edge" is the next step, the next evolution of this mecca; not a physical edge but a philosophical edge.

To me, it's been very clear that this next evolutionary step is a philosophical shift in recognizing and optimizing the human element and the strategic element and nowhere will this become more true and more important than in the Valley which is increasing becoming a "post-tech" world although very few seem aware of this fact. This shift means that business and people will soon need to recognize that most of the problems they face are not technical or financial in nature but human (we address this in great detail).

To be sure, the intrinsic importance and value of the human element is not new and it has always been of critical importance even when it has gone unrecognized. And due to a number of factors the actual importance of the human element has often been masked, misinterpreted and even when it's been recognized the response has often been to simply address it  with platitudes.

A common example of this is found in the expression, "Necessity is the mother of all invention". 

Is this really the case? We think not.

To us, this human element relates to being able to most effectively and efficiently select, acquire, develop, deploy, motivate, manage and retain the right people necessary for your business to reach or exceed its objectives and goals as well as ensuring your continued competitiveness and viability in the fast moving, global business environment that is today's reality. 

More specifically, the concrete skill sets that now provide the largest  ROI and ROL for companies (and individuals) include:

1. Leadership
2. Communication
3. Influencing
4. Persuasion
5. Negotiation
6. Assertivenesss

Beyond this human element, the essence and philosophy of SiliconEdge is to always question the official narrative as to why a particular person, company, product or strategy was "successful" or "failed" and to identify and unpack the most powerful myths and memes to find the real lessons to be learned.

By James Santagata
Principal Consultant, SiliconEdge


"No enterprise is more likely to succeed than one concealed from the enemy until it is ripe for execution."
- Niccolo Machiavelli 

Stealth Mode For Startups?  What say you? Good or bad?

Over the past 12 or 13 years I've done some deep thinking about the value of keeping your startup in stealth mode for as long as possible versus coming out in the open right away and talking or blogging openly about it. 

Over the years, I've also read a lot about what others think about this, including what I term the Royalty and Nobility of the Valley think. 

Here's the deal.

Most of what the Royalty and Nobility think on this issue and many issues are completely inapplicable to you, the lowly serf. Now I don't mean "serf"  in the pejorative sense, but only in the most positive,  brutally realistic sense to help further your chances of hard-earned and well-deserved success.

There's absolutely no reason and no value to broadcast your startup unless you have certain things and resources in place (and fit the checklist vetting for each additional step in your startups growth), and worse, to broadcast it before you have these things in place may either destroy your credibility (with various people and parties) or open the doorway for some competitor to eat your lunch.

Don't let anyone tell you otherwise.

Let's start with the positives.

What are the benefits of talking openly about your startup before you are ready?

Well, there are some. And the biggest benefit is that by talking openly about your startup you will begin to future pace it internally and externally, analyzing it and considering it from all angles not only from within yourself but ideally in the the feedback and reactions (both negative and positive, constructive and petty) you'll receive from various players such as your (what you assume to be) target customers (or users).

But even in this situation, you should be be very selective in what you say and how you say it for reasons I'll discuss later.

Also, understand that most people, including technical folks cannot abstract. We'll address the inability of people to abstract in a later article.