FTM @futuretechman

Apple's initial success almost crumbled the now-revered company. If Steve had not taken Apple back to its core of innovation, simplicity and design excellence, I wouldn't be using a Mac to tweet this, and you might not be reading this on your iPhone.

Steve once recounted being asked to recommend an Apple computer. He couldn't give a simple answer because the distinctions between Apple's numerous product lines were unclear—he couldn't recommend a consumer computer under $2k.

As companies grow bigger, they easily forget why customers hired them in the first place. They rapidly expand and move from their core offering, leading to reduced quality and innovation, increased cost, and intensified competition.

Company Vulnerability Checks A terrible day for a company can cause it to lose many customers and also open them up to numerous vulnerabilities that competitors can take advantage of; this is why it is important that every company perform Risk Analysis on the ...

This is profound

EN Fortune @FortuneNE_

2 years ago

The impact of blind obedience in our societies In 1968, there was a study called the Milgram study Different sets of people were invited to participate in a research via a newspaper ad. The research aimed to study how punishment affects learning and memory.

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Why Are You Building This? This is one of the most important questions to ask yourself before starting a company. Your answer will guide everything—the culture you build, the people you hire, the strategy you use, and even the type of investors you accept. Broadly, most founders fall into three main groups: 1. Building for an Exit (Short-Term, ROI Focused) Why You’re Building: You’ve spotted an opportunity in the market—maybe a clear gap or an inefficiency—and you’re building a solution to fill it. You might already have an exit strategy in mind, like selling the company or going public through an IPO. How It Affects the Business: Strategy: Your decisions are driven by return on investment (ROI). Every move you make should be answering the question: “How does this impact the bottom line?” You’ll focus on things like: Rapid revenue growth Operational efficiency User metrics (active users, conversion rates, etc.) Team Building: You’ll likely hire for speed and experience. Teams are made up of people who can scale quickly and efficiently—those who’ve “been there, done that.” You’ll reward employees based on performance metrics that directly signal success. Common Pitfalls: You risk underinvesting in R&D, which can hurt product quality. Customers may feel squeezed, leading to poor experiences. If customers leave, it can be tough to win them back. How to Avoid the Pitfalls: Regularly talk to your customers—understand what they love and what frustrates them. Benchmark yourself against the best competitors, especially in product quality, customer service, and user experience. Balance efficiency with delivering real value to customers. 2. Building for the Long Term (Vision and Purpose Focused) Why You’re Building: This is often about passion. Maybe it’s a dream you’ve always had—to build an AI company, a fashion brand, or something that changes lives. You’re not thinking about quick wins, but about creating something that lasts. How It Affects the Business: Strategy: You’ll focus on customer-centered innovation. Your core questions are: What do customers truly need—even if they don’t realize it yet? How can we create the best experience and long-term value? (For example: Four Seasons Hotels noticed business travelers needed bigger tables in the lobby to place their coffee while working, making it a more comfortable workspace. ) Team Building: You’ll want purpose-driven people who share your passion. They’re not just there for a paycheck—they believe in your mission. Look for: Innovators and creative thinkers (design thinkers) People who can execute well Folks who live and breathe the industry you’re in (e.g., a classical architecture firm hiring architects who are passionate about that specific style) Common Pitfalls: Visionary Blindness: You may fall in love with your vision and forget to adapt to market changes. Overcomplicating products by adding too many features customers don’t care about. Ignoring market signals or customer feedback. How to Avoid the Pitfalls: Stay connected with customers and their real needs. Balance creativity with practicality—don’t overbuild. Track long-term metrics like Customer Lifetime Value (CLV), not just short-term gains. 3. Balanced Motivations (Long-Term Vision + Exit Open-Mindedness) Why You’re Building: You’re passionate about the problem you’re solving, but you’re also practical. You want to build something that lasts, but if the right offer comes along, you’re open to selling. You’re balancing both short-term success and long-term vision. How It Affects the Business: Strategy: You’ll think both short and long-term: “How can I create a product that truly solves customers’ core needs?” “How can I make sure the business is financially healthy today and in the future?” You’ll constantly ask: Is the vision still aligned with market reality? Are we building the next CD company while the world is already streaming? You’ll carefully manage debt and leverage—taking enough risk to grow but not so much it threatens the future. Team Building: A mix of practical, efficient operators and big-picture innovators. You’ll need people who understand lean operations and efficiency (Six Sigma types) but also those who can think creatively about long-term possibilities. Leadership should be pragmatic, yet visionary. Common Pitfalls: Confused priorities—trying to chase too many goals at once. Team clashes—when some members push for short-term wins and others prioritize long-term vision. How to Avoid the Pitfalls: Stay clear on the company’s purpose and communicate it often. Balance the team with complementary strengths. Regularly reevaluate goals and strategies to stay aligned. Final Thoughts: Whatever your reason for building, be honest with yourself. Your motivation drives everything: When your actions align with your “why,” it’s easier to make decisions that move the company in the right direction.

Avoid Marketing a Defective Product Companies often spend a lot of money on marketing and advertising when their product isn’t ready. Before you launch, make sure your product does exactly what it says it would—and that customers have a smooth experience using it. It’s dangerous to market and launch a defective product. You could ruin your company’s image before you even get started. You don’t want customers tagging you as unreliable because once they switch to an alternative, it’s hard to get them back. Comments like “oh, I’ve tried it, it’s not that good” can kill you. Avoid marketing a defective product. Get it right first.

Are women really the emotional creatures and men the logical ones? For a long time, I have heard statements such as “women don’t like logic”, “women are too emotional”, “men are very logical” — but by gradually observing behaviours towards different subjects, I started wondering how these statements came about in the first place. One of the most cited examples used by those who support the initial statement is in the topic of looks and beauty. Oftentimes, women criticise men’s physical appearance and get away with it, but if you do the reverse, they get pissed. This has been a strong case for the proponents of these statements. But are looks and beauty the only things we talk about? Are there other aspects of our lives in which men might appear to be the emotional beings? Calling a Man “Broke” In the past, we have seen men spend ridiculous amounts of money because they were called “broke” by a girl trying to prove to her that they are either something they’re not or that they already are. Some go to the lengths of borrowing money to impress a girl. These actions are rarely done by women. Call a woman “broke” and she might not feel as bad as when you call her ugly — because women take pride in their bodies. This is why they spend ridiculous amounts of money on maintaining their beauty and even on anti-aging products; men, on the other hand, feel a sense of pride in how much they have, and being called “broke” is like shattering them.

Why Customers Ignore Your Industry—And How Your Startup Can Change That Before you develop your product, it’s important to understand the various types of non‑customers in your industry. According to Blue Ocean Strategy, non‑customers can be divided into three tiers. By studying these groups, you can uncover unmet needs and create a product that offers gains far outweighing the pain of switching. Here’s a closer look at each tier with examples that even today can guide your strategy. First-Tier Non‑Customers: Dissatisfied Users Ready to Switch These are customers who already use your competitors’ offerings but are not completely satisfied. They use the product because it is available, yet they are waiting for a better, more affordable, or easier‑to‑use alternative. Example: Google Workspace vs. Microsoft Office Many small business users and casual office workers had to pay for the full Microsoft Office suite—even if they only needed basic functions. When Google Workspace (with free options for essentials like Google Sheets and Docs) arrived, these users switched quickly because the gain (lower cost and simplicity) far outweighed the pain of changing from a complex, expensive system. Example: Carva vs. Adobe Tools Designers with basic needs found Adobe’s products too complex and costly. Carva, with its simpler interface and free version, captured those lower‑end customers who did not need all the advanced features of Adobe’s suite. In these cases, the non‑customers are already in the market, but they’re just not happy with the current offerings. A product that directly addresses their pain points can easily lure them away from established competitors.

Business Development: Creating an Idea That Stands Out When you’re still in the ideation phase, before any product exists, you must build a foundation that leaves no weak link in your strategy. It all starts with deep market analysis and understanding consumer behavior. Ask yourself: What are the major problems your community or target market faces? Look around—whether it’s bottlenecks in local services or systemic issues within an industry, pinpoint the pain points that force customers to either tolerate inconvenience or pay extra for a solution. For example, before Bloomberg revolutionized finance with its Terminal, traders struggled with scattered, outdated data sources and inefficient communication. Their breakthrough came from solving these problems head‑on. Once you’ve identified a problem, you must grasp what customers truly desire. This goes beyond knowing what hurts—they need solutions that not only alleviate pain but also provide clear, familiar gains. Start by examining your competitors. Use platforms like Reddit and social media to ask end users what they dislike about existing products and what they value. For instance, Microsoft Office was once criticized for being too complex and expensive, which paved the way for Google’s simplified, free, cloud‑based alternatives. This kind of insight helps you decide whether to target premium segments or focus on cost‑sensitive users. Another essential insight comes from using your product as a user. Founders and team members should frequently use their prototype (or even a rough version) with an open mind. Often, engineers and designers cling to features they think are necessary, yet real customers might find them superfluous. Real-life usage uncovers which elements to cut, keeping the product lean and focused. At the early stage, your product should have only the core features that directly solve the customer’s biggest pain points. Once you choose your target segment, measure the market’s growth rate and size, because these factors are largely fixed once you’ve entered the market. If your segment is too small, you may need to rethink your approach or pivot to a broader audience.

@softboy_dc @flygodT maybe barca fans would come to realize that it was all barca fault. The medical system at Barcelona before hansi was terrible. Dembele before and after barca was not an injury prone player—this should tell you something

Truths about strategy 1. Strategy should never be complex 2. Strategy building should involve the people who will implement it 3. A strategy without proper execution is a failed strategy

Sometimes the key to your innovative strategic insights lies in the following questions 1. What is the most recurrent need in my location - of individuals, small businesses and large companies? 2. Why do people hate a particular product? ...

Companies that allow for internal movement of employees often wonder why external hires do not do well the main reason is - the job is not easy, how would I possibly know that - you couldn't fill it internally

One of the reasons why some strategy fail is lack of in-depth understanding of the business - this is why it is vital to involve people that know the in and out of a company and the business at large in the strategy-making process

EN Fortune @FortuneNE_

a year ago

Truths about strategy 1. Strategy should never be complex 2. Strategy building should involve the people who will implement it 3. A strategy without proper execution is a failed strategy

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The God of wonders is still doing wonders. If He did it before, He will surely do it again Will you be a part of it? Join us at the 2024 Holy Ghost Congress at the Redemption City. Date: 9th-15th December 2024 Theme: Onward Christian Soldier #OnwardChristianSoldier

First Borns of the House, there is a Word from the Lord for you.🔥🔥🔥 You shall not die, your glory shall not be exchanged. It is your time to cover lost grounds. You move with divine speed. Receive it right now 🙏🙌🙌 Do not miss tomorrow on the Altar. It is the Grand Finale of the 5 Days of the God of Wonders and Perfection, for tomorrow we shall partake of the fullness of the harvest. Don’t come alone. Invite someone to join you . WHAT GOD CANNOT DO DOES NOT EXIST!! #Nsppd #7amFirePrayers

Who else still remembers this skit by the Winlos!!! 🤣🤣🤣

26/05/22 @pst_iren came for midweek service and we prayed throughout. Can’t ever forget Pressing into Jesus Pressing into Ease Pressing into Jesus Grace is being released I’ll pray till I know that have won Mountains would be plain when I am done I keeping pressing Jesus

With just few days left before the RCCG 2024 Holy Ghost Congress, we are confident that the Hosts of Heaven are on standby and ready to fill us afresh. Are you ready to encounter God? Join us from the 9th-15th December 2024, at the Redemption City, Mowe Ogun state. See you soon! #HGC2024 #OnwardChristianSoldier