Tuesday, December 31, 2013

Simple Yet Sophisticated

“Simplicity is the ultimate sophistication” -- Leonardo Da Vinci

        It is important to keep as little information on the slide as possible. Keep your slides simple, yet sufficient. Most of the time, you will find all things important and you cannot remove them from your slides. It is a difficult task. But it is important.
“The brain is fundamentally a lazy piece of meat.”--Dr. Gregory Berns

Sunday, December 29, 2013

A Break: 10 Minute Rule

          Our brain gets bored very easily, regardless of how persuasive you are. So, give your audience a break after 10 minutes. This can be a video, a demonstration, a practice, a second speaker, or anything that gives audience’s brain a break.

Friday, December 27, 2013

Villains and Heroes

    Every hero needs a villain. If your solution is a hero, the problem your solution solves will be a villain. So, you need to know who you villains (i.e., problems) are. But, more importantly, you need your audience to know who the villains are.

Pain Helps

        People think in relative. So, you need something, a villain, to compare with your hero. Make people realize the pain of the problem they are facing, and they will be interested in your solution. 

Tuesday, December 24, 2013

Draw a Road Map

The Power of Number 3

        Three is great. One and two are too small and do not look interesting. Anything greater than 3 is too big. It can easily overload people active memory.

Arrange Your Presentation using the Power of Three

        Break your presentation into three acts. Break down your product into three features. Anything with three components is interesting and easy to digest.

Sunday, December 22, 2013

Concise and Direct Headline

     Today, people have become so impatient of everything. People rarely read long articles, unless they are really interesting. So, you need to make a good, concise, and interesting headline.


        Twitter is a social media communication tool, which allows individuals to share their thought in not more than 140 characters. It has become very popular, partly because it is in line with the culture of being impatient. If you’d like to capture attention if your audience, be like twitter. Create one concise and direct headline.

Friday, December 20, 2013


“You’ve got to find what you love. Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle.”--STEVE JOBS

Focus on Passion, Not Money

“Find something you love to do so much, you can’t wait for the sun to rise to do it all over again.”-- Chris Gardner
        I first learned about passion form Gary Veynerchuk. In his book ‘Crush It!’, Gary talked about how important passion is. Passion is, really the beginning of everything. It is the seed for a beautiful plant. It is fuel for glory fire. It is the source for your success. So, begin here. Find your passion!

Tuesday, December 17, 2013

Why Should I Care?

“You’ve got to start with the customer experience and work back toward the technology—not the other way around”--STEVE JOBS

Planning with ‘Why Should I Care’ mindset

    During planning phase, it’s important to keep in mind this consequential question: Why should your audience care? In your presentation, don’t talk too much about how great your company is. Focus on why should your audience care.  
“Your audience wants to be informed, educated, and entertained: informed about your product, educated on how it works, and entertained while learning about it. Above all, people want to know the answer to one question: Why should I care?”

Friday, December 13, 2013

Tell a Story and Plan in Analog

Tell a Story

     No one wants to listen to a lecture. But, most of us loves stories, especially personal stories. Make your presentation based on stories, use your power, persuasion, and charisma to deliver the stories, and you’ll be able to convince your audience.
“The single most important thing you can do to dramatically improve your presentations is to have a story to tell before you work on your PowerPoint file.”--CLIFF ATKINSON

Thursday, December 12, 2013

What I Learn From Reading's 1st Birthday


On Dec. 12, 2012 (12/12/12), 'What I Learn From Reading Dot Com' was launched. Today marks one year anniversary since then. During the past year, I have regularly blogged about what I learn from reading various material. I hope you will find my effort interesting and useful. I appreciate all your support. If you like the content in this blog, please tell your friends and enemies about it. If possible, please leave me comments. You can do it here or in my facebook page. I would be really appreciated for all your comments.

Link to my face book page: https://www.facebook.com/pages/What-I-Learn-from-Reading/423436971050450


Teerawat Issariyakul,

Founder and Blogger
What I Learn From Reading Dot Com

Tuesday, December 10, 2013

[Book Review] The Presentation Secrets of Steve Jobs: How to Be Insanely Great in Front of Any Audience by Carmine Gallo

 Rating: 5/5
 Learning Level: 5/5
 Genre: Non-Fiction, Self-Development
Book Review:

   A lot of us knows Steve Jobs as one of the greatest inventors. He invented McIntosh, iPod, iPhone, and iPad. He turned a mediocre movie house, Pixar, into a great one. But, how many of us know that he is a great speaker. Perhaps, his speaking skill is as good as his other ingenuities. He has what most of us called a ‘reality distortion field’--An ability to make people believe that an impossibility is doable. This book is about Steve Jobs’ great presentation skill and how he does it.

Friday, December 6, 2013

[Main] The Presentation Secrets of Steve Jobs: How to Be Insanely Great in Front of Any Audience by Carmine Gallo

[This is the First PostMain Post | Book review | Next Post ->

          This is the main post in the series "The Presentation Secrets of Steve Jobs: How to Be Insanely Great in Front of Any Audience" by Carmine Gallo.

 Here are what I learn from this book:
  • You can read my review [ here ]
    • Scene 1 - Plan in Analog
    • Scene 2 - Answer the One Question That Matters Most
    • Scene 3 - Developer a Messianic Sense of Purpose
    • Scene 4 - Create Twitter-Like Headlines
    • Scene 5 - Draw a Road Map
    • Scene 6 - Introduce the Antagonist
    • Scene 7 - Reveal the Conquering Hero
    • Intermission 1 - Obey the Ten-Minute Rule

Tuesday, December 3, 2013

[Quote] The Science of Fear: Why We Fear the Things We Shouldn’t and Put Ourselves in Greater Danger by Daniel Gardner

<- Previous Post Main Post | Book review | This is the final post]


“The only thing we have to fear is fear itself." --Franklin Theodore Rosevelt

“The great depression can hurt the United States. But fear could destroy it.”

“For every problem, there is a solution that is  simple, clean, and wrong.” H. L. Naken

Friday, November 29, 2013

The Science of Fear: Wrapping Up with What We Should Do

 What We Need To Know

There’re a lot of organizations which can benefit from fear. So, they promote it. These are politicians, companies, media, and so on. Our thought consists of head and gut. Head is reasonable, but most of the time, we don’t believe head. We believe gut which does not often give us the right answer. Gut also suffers from many psychological symptoms such as bias, group polarization, anchoring rule, good-bad rule, example rule, rule of typical thing, and so on. These symptoms contribute to our overestimation and underestimation of risks, and cloud our judgement.

Politics and Terrorism

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“In theory, terrorists could obtain viruses, nukes, and the like from black markets, but these seem to be confined to James Bond movies and newspaper articles trafficking in rumor and speculation. They could also obtain weapons of mass destruction from one of the very few states that have such weapons and would like to see Israel or the United States suffer, but any leader pondering such a move has to consider that if his role in an attack were uncovered, his country would quickly be reduced to rubble.”

Overuse of Fear in Political

We often see politicians use fear in their campaign. It usually works. After 9/11, the President Bush was seen as a heros for striking back at terrorists. The Republican had used fear to promote their popularity for years. The tactic is simple: Promote fear and offer help. But, perhaps, they overuse it. The American feels safer but not safe. They got tired of the Republican and went for the Democrat. Barak Obama won the election in 2008.

Tuesday, November 26, 2013

The Chemistry of Fear

 Safety and Justice

We believe in justice. We believe that good guys must be protected and bad guys must be punished. So if a girl die because of natural causes, it might be a tragedy . But only her family would mourn for her death. But, if the girl got raped and killed, we would be outraged. We would want to bring the perpetrator to justice.
“It’s not about safety. It’s about justice.” 

Sunday, November 24, 2013

Government Also Uses Fear

A lot of governmental units also use fear to their advantage. Politicians raise fear and offer help. Police raises fear to get their budget. It is a simple and effective strategy: Create fear and offer solution.
“We feel more in response to violent crime than property crime. We feel more in response to murder than a punch in the nose. We feel more in response to the murder of a little girl than a young man. And truth be told, we feel more for victims we can personally relate to than those on the far side of racial and class lines. The media’s image of crime may turn reality upside down, but it is a very accurate reflection of our feelings.” 

Friday, November 22, 2013

Media and Fear

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“The media actually pays very little attention to crime. It is crimes they cannot get enough of.” 

Again, we are greatly influenced by media--news or entertainment. We believe that violence crimes like murders and rapes occur everyday. Why? This is because violence crimes sell better than minor boring crime. We tend to be very careful about these crimes which is a good thing. The problem is being vigilant of these crimes makes us less careful about minor crimes like having a fight due to road rage.
Our fear is partly because of media consumption. But as we grew more fearful, we’d like to consume more media as a precaution. As we consume more media, we are poisoned more with overstated violence crimes. And, we tend to fear more. This is a vicious cycle which makes us fear unlikely dangers and ignore likely ones.

Tuesday, November 19, 2013

Fear is Profitable

  We are healthier and wealthier than ever. Yet, we think we are more at risk. This is because fear is profitable. Companies know about this fact. They work very hard to  promote fear so that they can sell their products.

High Cholesterol Is Not a Disease

          High cholesterol is just a condition, a bad condition. It’s not a disease. It’s a factor, among many other factors, which causes a heart disease. Yet, media publicizes its ill effect so much that most people overestimate the ill effect. Ironically, it is the only factor which gets this much attention from the media, because of one reason: We have medicine to control the cholesterol level. 

Friday, November 15, 2013

Culture Affects Our Fear

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“Trust is difficult to build and easily lost.”


“Risk is a major subject within sociology, and culture is the lenses to which sociologists peer.”
So far, we see two causes of fear: Guts and rules like good-bad rule. But that’s not all. The good-bad rule states that we under estimate the risk of something the makes us feel good. But why do we feel good at the first place, even before we experience it?
Culture shapes our thought. People want to go to the beach even if they have not been to the beach. Why? We want to do something because we heard someone talk about it. It would be your friends, your relatives, or the media. It’s because of group polarization. People around us say it’s good. It should be good.

Tuesday, November 12, 2013

More Rules: Regression towards the Means, Sample Bias, Hot Hand Fallacy

 Regression to the Mean

        There was an experiment to praise and criticize pilots. When the student performed a good landing, the flight instructor praised. Then, the next landing got worse. But when the student performed pretty badly, the instructor criticized. Then, the next flight got better. So the researcher concluded that  criticism works better than praise.          But, in fact, criticism and praise have very little to do with the landing. The main factor is the “regression to the mean”. Suppose you perform a set of experiments. If one sample fall very far from the mean, the next one would be closer to the mean to make up for the large deviation from the mean. So, when the student performed particularly bad, the next landing tended to be better, irrespective of what the instructor might say.

Friday, November 8, 2013


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“Anecdotes aren’t data.”

 Anecdotes or Numbers?

Anecdotes just provide a starting for investigation. We need scientific methods to reason something. We all know this. The problem is our feeling is lousy with numbers (e.g., statistics), and very sensitive to story. So, we see a lot of interesting stories with no insight or insightful stories with no appeal. Use the guideline above to help you become a great story teller. 

“If I look at the mass, I will never react. If I look at the one, I will.” -- Mother Teresa

“If the death of one is a tragedy, the death of a thousand should be a thousand times worse. But, our feelings simply do not work that way.

Tuesday, November 5, 2013

A Great Story Teller

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“People love stories about people. We love telling them and we love hearing them.”
        We know that people prefer story over statistics and personal stuff over statistics and general stories. Exploiting this face, we can tell a great story by the following guideline. 

  • Begin with a moving story of a person.
  • Then, discuss statistics in a more general sense.
  • Finally, close the discussion with the story. 
This way you can tell an appealing story with great insights.

Friday, October 25, 2013

Underestimating the Risks

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“Familiarity breeds liking.”


        One of functionalities of our brain is to sort everything into two pile: The importants and the others. We define important subjects as something new and unfamiliar to us. We pay attention to important things while ignoring the unimportant ones. 

Habituation and Riskiness

        Habituation refers to how our brains turns important things into unimportant things. Our brain does so when we experience the same thing over and over again. So, one thing could look risky on the first day we experience it. But, we will feel that it is less important and less risky to when we experience it more, when in fact it is still the same thing and the riskiness is still the same.

Tuesday, October 22, 2013

Overestimating the Risks

 Reasons that People over Estimate Risk

We overestimate the risk,

  1. When it has catastrophic consequences
  2. When we are unfamiliar or don’t understand the subject
  3. When we think we are not in control
  4. When our children are involved
  5. When the future generation bears the consequences.
  6. When we know the victim personally
  7. When the effect generates fear
  8. When the involved institution is not trustworthy
  9. When it is in the media
  10. When it has happened in the past
  11. When someone benefits from it
  12. When the accompanied benefit is not clear
  13. When the loss is irreversible
  14. When we are exposed to the risk
  15. When it is a man-made. Well, we don’t blame vocalno for erupting but we do try to find people responsible for making a nuclear power plant explode.
  16. When the threat is more recent   
SOURCEThe Science of Fear: How the Culture of Fear Manipulates Your Brain 

Book or Audiobooks?

Personally, I prefer audiobooks. It's fun, and I can listen when I'm doing something else. It also makes other activities (e.g., jogging) a lot more fun. For more detail about audiobooks, please read [this post].

There is one more reason that may encourage you to go for the audiobook version. You can get it now for FREE. Audible offers you a free trial for 14 days. Even if you get the book and cancel the subscription right away (so that you don't have to pay), you can keep the book. And, don't worry if you lost the audiobook file. Just log into audible.com. You can keep downloading the over and over again.

   About the summary: It takes time to finish up a book. And, when you do, sometimes, you want to review what you learn from the book. If you do not make  notes as you read, you might have to go through the book once again. This can be time-consuming when you are dealing with a book. But you can still flip through the book and locate what you are looking for.

However, when the material is an audiobook, it is extremely hard to locate a specific part of content. Most likely you will have to listen to the entire audiobook once again.

This book summary will help solve the pain of having to go through the book all over again.

I am leaving out the details of the books. Most books have interesting examples and case studies, not included here. Reading the original book would be much more entertaining and enlightening. If you like the summary, you may want to get the original from the source below.

Friday, October 18, 2013

How Our Memory Works

Photo Album

Our memory isn’t like an album full of photos. Our memory is subject to change. You may remember something today, but you won’t remember in a few months later. And, you would insist that you remember it, even if what you remember was wrong.
Our memory is also highly biased. We tend to remember something very well, but not to remember other things very well. Here is why.

Danger Triggers Memory

        When you are in danger (e.g., getting rob, seeing a tiger), your body secrete hormone to get you ready to act. This is a famous “fight or flight” mode. One of the secreted hormone enhances memory. It makes such danger stick with you for a very long time. No wonder a lot of people abused when they were young still have problem when the’ve grown up. 

Tuesday, October 15, 2013

Three Mind Rules: Anchoring, Typical Thing, and Examples

 Anchoring Rule

        People have tendency to stick to the number in their mind, regardless of how irrelevant it is. 

A Test of How Arrogant You Are

Consider the following experiment. Divide test subjects into two groups. Ask the first group ‘Did Ghandhi die when he was 10 years old?’ Everyone is likely to get the answer ‘no’, which is the right answer. After that, you let the subject guess the age when Ghandhi died.
For the second group, ask a different question: ‘Did Ghandhi die when he was 150 years old?’ Well, most people would, again, get the answer right. Then you ask them to guess the age when Ghandhi died. 

Friday, October 11, 2013

Heads and Guts


        Evolution affects not only our body but also our mind. For example, everyone is afraid of snake, even for those who live in Antarctic where there is no snake

The Law of Similarity

        We tend to think that if something looks like a certain thing, it will be that things. If it looked like a lion, it will have to be a lion. This has been hard-wired into our brain since the ancient time to help use survive. It is still in our head today. A simple example is that we tend to think that a picture of the one we love is the one we love. Losing picture is like losing that person.

Tuesday, October 8, 2013

Why Do We Fear?

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“The only thing we have to fear is fear itself.”--Franklin Theodore Roosevelt

 Reasonable Fear

        Reasonable fear is a good thing. It makes us active and avoid danger. But unreasonable fear can be deleterious. It makes us act foolishly. Fear of another 9/11 made people choose road transportation over flight, and that decision killed a lot of people.        

“The great depression can hurt the United States. But fear could destroy it.”

Friday, October 4, 2013

9/11 and Car Accidents

          After the infamous 9/11 event, a lot of people preferred traveling by cars than by planes. Because of this, fatal car accidents soared. The number of people who died in these car accidents is so much larger than people died because of terrorist hijacking an airplane. Yet, families of those who died still believe that the victim died because of regular accidents, not because of 9/11. But, again, it wasn’t 9/11 that killed these people. It was ‘fear’ that killed these people.

Tuesday, October 1, 2013

[Book Review] The Science of Fear: Why We Fear the Things We Shouldn’t and Put Ourselves in Greater Danger by Daniel Gardner

 Rating: 4/5
 Learning Level: 4/5
 Genre: Non-Fiction, Science, Psychology
Book Review:

  We all know what ‘Fear’ is. We know when we feel it. But, do we know why? Most of us don’t know and don’t care to know. We fear what we are not suppose to fear and we do not fear what we suppose to. So, we do thing that put us in most at risk. We choose to drive rather than take a plane because of our fear, when, in fact, a lot more people die from car accidents. We fear AIDS but we keep consuming sweet stuff, when, in fact, more people die because of diabetes. We fear nuclear radiation, but we sun-bathe ourselves not being afraid of high likelihood of skin cancer. Not knowing about our nature and our fear make us do irrational things and put ourselves at risk.

Friday, September 27, 2013

[MAIN] The Science of Fear: Why We Fear the Things We Shouldn’t and Put Ourselves in Greater Danger by Daniel Gardner

[This is the First Post | Main Post | Book review | Next Post ->

     This is the main post in the series "The Science of Fear: Why We Fear the Things We Shouldn’t and Put Ourselves in Greater Danger" by Daniel Gardner.  Here are what I learn from this book:

  • You can read my review [ here ]
  • Prologue 
  • Chapter 1:Prehistoric Refugee
  • Chapter 2: Of Two Minds
  • Chapter 3: The Death of Homo Economicus
  • Chapter 4:The Emotional Brain
  • Chapter 5: A Story about Numbers
  • Chapter 6: The Herd Senses Danger
  • Chapter 7: Fear Inc.
  • Chapter 8: All the Fear That’s Fit to Print
  • Chapter 9: Crime and Perception
  • Chapter 10: The Chemistry of Fear
  • Chapter 11: Terrified of Terrorism
  • Chapter 12: There’s Never Been a Better Time to be Alive

Thursday, September 26, 2013

UI for Big Data Visualization

     Humans are not very good at numbers. When we see a lot of numbers and data, we tend to lose interest and even get dizzy. When we are dealing with big data, we are moving from a lot of data to innumerable data. How do we draw an insight out of those virtually incomprehensible data. In UX Week 2012, Jonathan Stray offers an interesting point of view for data visualization.

Tuesday, September 24, 2013

[Quote] How Will You Measure Your Life

<- Previous PostMain Post | Book review | This is the Last Post ]

          “If we can’t see beyond what’s close by, we’re relying on chance on the current of life to guide us. Good theory helps people steer to good decisions, not just in business but in life too.” 
“The problem is that what we think matters most in our job often doesn’t align with what will really make us happy.” 
“The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That’s a dangerous way to build a strategy.”

Friday, September 20, 2013


          Purpose is one of the most important things, in company and in life. It influences the impact you make and the legacy you leave behind.
Purpose consists of three components:

  1. Likeness: which defines what you like or what you want to become
  2. Commitment: which helps you become what you want to be
  3. Metrics: which helps you measure how much you have done to contribute to your goal, and how far you are from the goal.

“... management is among the most noble of professions, if it is practiced well... [Management] helps other learn and grow, takes responsibility and be recognized for achievement, and contributes to a success of a team.”

Friday, September 13, 2013

Small V.S. Big Companies

  A lot of startups are afraid of big companies. Big companies have a lot of money. If they start a price war on startups, the startups wouldn’t stand a chance.
But, big companies also have large momentum. It’s hard for them to abandon what they have and start an entirely new business. They tend to have ‘marginal thinking’ where they try to build business based on what they have.

Being Small Is Not a Bad Thing

So, if you are running a startup, don’t clash into big companies head on. Think of something new. You don’t have existing stake to care about. You have an advantage of ‘full thinking’.

Tuesday, September 10, 2013

Culture: An Internal Invisible Hand

Culture At Work

      In an organization, culture is a way employees do things to achieve common goals. It is the combination of process and priority. When employees solve a problem, they instinctively learn culture from the feedback of colleague and bosses. In other words, they learn which problem is  important (i.e., priority) and how to solve the problem (i.e., process).

Self-Managing Organization

          Culture helps turn an organization into a self-managing entity. By getting feedback from those around them, employees soon learn what’s right and what’s not. Soon, no one has to tell the employees what to do and what not to do. 

Friday, September 6, 2013

Experiences and How to Gain Them

 Hiring Practice

          It’s tempting to hire people with great record. But, if that practice is the right way, why do we hire wrong people?  The best isn’t the best, simply because one size doesn’t fit all. One guy who is very good at running a large organization could be quite terrible at running a start-up. We need to find the person who has been trained in right courses in the school of experience.

People or Process

          There is a saying that a good company does not rely on one person. Otherwise, the company will fall apart if that person quits. People is a resource. A good company must not rely too much on resource. It must rely more on process. A company with a good process can replace its employees any time. It is the process, not the people, that  should run the company.

Tuesday, September 3, 2013

Three Capabilities: Resource, Process, and Priority

           Three capabilities of business are
  • Resources: This is the most tangible one. Example are human, time, money, brand, product design, and so on. They can be seen easily on balance sheet. 
  • Processes: This defines how resources interact to achieve a certain job. More efficient processes let the company accomplish a certain job with less resource.
  • Priorities: This is perhaps the most important part. It defines how the company and its employee make decision. A successful company succeeds in making the priorities of its employee align with its own priorities.

Tuesday, August 27, 2013

To Love or To Be Loved

Who You Love or Who Love You

          This is a classic question in finding a true love. Of course, we all want the one we love to love us. But, that’s not always possible. If you can’t have that, would you choose the one who love you or the one you love? In other words, would you choose the one who gives you happiness or the one you would have give him/her happiness?
          We can spend countless time arguing about this. But here is an interesting point when you choose to give (rather than take) happiness. Happiness is not cheap. You need to find the one who worths sacrificing. The one you are truly willing to devote yourself to. That’s the meaning of choose the one you would give happiness over the one who gives you happiness. 

Friday, August 23, 2013

Help Users Get Their Job Done

Get the job done

          Why does a product succeed? The simple answer is that the designer think of what the users want, not what they want. For example, most furniture store would divide the market demographically, and try to find products that fit each segment. But no one buys a certain product because he is a male whose age between 30-40. They buy products because they need to get the job done, and the products help them get the job done. 
          In the previous post, I blogged about the job of milkshake isn't to be delicious, but to help users get through boring traffic or to help a dad seem like a good dad. The followings are few more examples:

Wednesday, August 21, 2013

What is Social Media?

     I came across a very good slide show on Social Media. It is very concise, informative, and inspiring, and it fits well to beginners who would like to start learning about Social Media. Have a look and let me know what you think.

What is Social Media? from Martafy

Why Social Media

  1. Marketing channel
  2. Public relation
  3. Customer service
  4. Loyalty-building
  5. Collaboration
  6. Networking
  7. Thought leadership
  8. Customer acquisition

Basic Rules

  1. Listen
  2. Engage
  3. Measure

Friday, August 16, 2013

A Story of Milkshake

          Once upon a time, a restaurant was trying improve the sale of milk shake. So, it hired a marketing team to find the demographic, and even made a questionnaire to ask the customers how to make better milkshake. Unfortunately, after all the effort, the sale didn’t improve.
          Another group of researchers used another approach. They asked themselves ‘what job does milkshake help people to get done’. They asked questions like what time did they come?, what clothes did they wear?, did they come alone?, did they buy other food with it?, and did they eat in? These questions lead them to interesting insights.
          Most morning buyers are commuters who have a long drive and need to get through mid-morning hunger. The main job of milkshake is not to taste good, but to help making the commuting less boring. 

Tuesday, August 13, 2013

Life is too short. Don't wait for perfection

 The First Strategy Is Usually Wrong

A particular research shows that most companies do not success because they have a great initial strategy. They succeed because they do not use all their money for their first attempt. They first attempt usually fails. However, they learn from mistakes and pivot quickly.
On the other hand, a lot of ventures fails because they are so sure about the opportunity. They spend all their money in the opportunity only to realize after the failure that some of their assumptions was wrong.

Good and Bad Capital

          A good capital is the one that seeks profit before growth. This concept helps ensure that the company would grow slowly but surely. 

But, it is often hard to resist the temptation to use the capital for growth, because the satisfaction of seeing growth is much larger than seeing profit. After all, most people would ask ‘how much does your company worth?’ not ‘how much profit does your company make?’

Friday, August 9, 2013

Life and Focus

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 “In my experience, high-achievers focus a great deal on becoming the persons they want to be at work, and far too little on the persons they wanna be at home.”

 Apart from Work, There's Life

Work is just one dimension in life. We also have our family, our friends, and our health to consider. So, having strategy for career would not be enough for us.

We Are Just Too Impatient

Humans naturally tends to focus on what yields high immediate return. We tend to give more priority to work than to our family, simply because we can see our career flourish in a few months or a few years. But, we have to invest so many years in order to raise a great kid.

Tuesday, August 6, 2013

Allocate Your Resource to Fulfill Your Strategy

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“In the end, a strategy is nothing but good intention unless it’s effectively implemented.”

Problem of resource allocation 

The problem of implementing a strategy is the limited resource. So, we need to carefully select the resource for the right strategy.

Innovator Dilemma

Unfortunately, resource allocation is not an easy task. Often, we face the conflicting goals. For example, short-term goals usually conflict with long-term goal. The goals of entrepreneurs usually conflicts with that of big companies.   

Friday, August 2, 2013

How Should I Plan My Future

Anticipated and Unanticipated

          Choices come from two sources: Anticipated and unanticipated strategies. You can plan ahead of time for ‘deliberate opportunity’. However, you should never be too stubbornly blind to see new ‘unanticipated opportunities’. 
          Nicely planned strategies give you confidence and corroborate the chance of success. But, no strategy is perfect. You may spend a lot of time trying to perfect your plan. But, things often do not go according to the plan, just because no one can predict future perfectly. 
          A better strategy is to plan out up to a certain extent, and be flexible in execution. During execution, you may see a new opportunity you did not anticipate at the planning phase. A new strategy--called an ‘emergent strategy’--may come out of unanticipated opportunities.