Category Business Management

Leading Through a Sustained Crisis Requires a Different Approach

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by Michaela J. Kerrissey and Amy C. Edmondson for the Harvard Business Review In May, the World Health Organization announced the end of the Covid-19 global emergency. Finally. But for many leaders, the announcement lifted little of the burden they carry. While the emergency is over, the crisis is not. We have shifted from the sudden crisis of the pandemic’s arrival to what we call a sustained crisis — a period of ongoing intense difficulty and uncertainty. The trouble with a sustained crisis is that, unlike a sudden crisis, it arrives with ambiguous signals and no clear start date. As a result, leaders, including those who are great…

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The unconventional Palantir principles that catalyzed a generation of startups

By in Business Management, Work Tag

by ADAM JUDELSON for Lenny's Newsletter Next in my special paternity-leave guest series, I’m excited to bring you an incredible post by Adam Judelson. Adam spent seven years at Palantir, where he led product for their flagship Gotham data platform. Below, Adam shares his most lasting lessons from his time at Palantir. After Palantir, Adam went on to lead product at Slingshot Aerospace, built a startup for Deloitte, and then served as president at mePrism, where he grew their data privacy marketplace from zero to 100 million data points protected. Adam is also a two-time founder and advisor to businesses ranging from scrappy drone…

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How Ramp builds product

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by LENNY RACHITSKY for Lenny's Newsletter I was talking to a prominent VC the other day about what startups he’s watching, and he told me that he’s seeing one company quickly becoming a gravity for the best talent: Ramp. If you’re not familiar with Ramp, they provide corporate cards and a spend management platform, helping startups save money and control spending. They were last valued at over $8 billion, are backed by Founders Fund, Redpoint, Stripe, and others, and in the past year grew 4x, to over $10 billion in annualized spending. I believe they are also the fastest-growing SaaS company…

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BDR Compensation Model: Is it time for a change?

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by LIZ CHRISTO for Dear Stage 2 DEAR STAGE 2: I manage a 7-person outbound BDR team and want to roll out a new comp plan for the second half of the year. What are my options? Any recommendations on the best plans to use? ~New to designing comp plansSubscribe DEAR NEW TO DESIGNING COMP PLANS: Let’s start with some simple advice — don’t assume your comp plan is broken. Before you throw out the current plan, ask yourself… What’s NOT working? What’s changed? If the plan is mostly working, consider making small tweaks or layering in short term SPIFFs.  But, if you need…

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Boost Your Small Business With These Must-Have AI Tools

By in Artificial Intelligence and Machine Learning, Business Management, Finance, Marketing, Operations

by Belle Wong for The Hartford In recent months, ChatGPT has shown the world how far artificial intelligence (AI) has come. But as AI developers and software companies release more and more AI tools on a near-daily basis, it can be challenging to know which tools are worth it for your small business. It’s worth digging deeper to learn more about the options available. By harnessing the power of AI, you can potentially compete with big businesses. Keep reading to learn more about the AI tools that can help take your business to the next level and beyond. 1. Chatbots Customers want…

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Cost of Acquisition (CAC) trap.

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by ELENA VERNA for Elena's Growth Scoop Cost of Acquisition (CAC) trap. And why you should optimize payback period instead. ELENA VERNA MAY 12, 2023 32 3 Share So many acquisition-focused teams tirelessly chase after reducing Customer Acquisition Cost (CAC) or making it just one-third of the Customer's Lifetime Value (LTV). Yet, they often find themselves disappointed with lackluster results. Because in this "money doesn't grow on trees" economy, where every dollar counts, the real hero is the velocity of the payback period. ROI is back, baby. Where can CAC-reducing goals go wrong? Many acquisition teams are mandated to lower the…

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Stop Solving Problems

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by SEBASTIAN CUERVO for 42 Slash Marketers love solving problems. If you spend more than 20 mins on LinkedIn or Twitter on any given day, you will notice a couple of clear story patterns that go something like this: I had a problem with this marketing process. I used this formula I developed or copied from top influencers to solve it. I found success. You can do it too. If you want to learn more, leave a comment (and chances are it becomes an endless spam sequence in your inbox). Or alternatively, you may also find the vulnerability pattern: I…

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Global Strategy: The Case of McDonald’s

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by Ulster University Creating a successful business in one country is a challenge. So much depends on knowledge of your market, their preferences, customs and sensibilities. Taking a company global can therefore seem like an impossible task. There are several examples of companies’ failure to succeed in foreign markets, including an ill-fated campaign by Pepsi in China. Their slogan ‘Pepsi Brings You Back to Life’ was mistranslated as ‘Pepsi brings your ancestors back from the grave’ – a particularly bad mistake when you consider the importance of ancestors in Chinese culture. You can read about some of the other challenges…

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Breaking boundaries to form a new value chain

By in Business Management

by MARK DANCER on Innovating B2B Becoming a data intermediary Data is the future of distribution. The incumbent value chain exists to move products from manufacturers to customers, with distributors adding value to help customers find, evaluate, buy, receive, and use the products they need to run their businesses. But a new value chain will emerge as customers, distributors, and manufacturers leverage data, analytics, automation tools, and artificial intelligence to optimize business results. In the not-too-distant future, the value chain’s primary role will center on data, not products. And the role of distributors, as intermediaries, will be to facilitate the…

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Dumb advice that works

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by The B2B Growth Newsletter Hi all — This week, I’m reflecting on a conversation I have with *literally* every founder. What do your buyers want to buy? Very few buyers want to buy software. Why? They already have a lot of software Most of their software sucks They associate software with a lot of things that aren’t good → There are a billion different software companies with virtually identical websites, how the hell am I supposed to decide? Why do I have to talk to a 22-year-old who doesn’t know anything before I can talk to a 28-year-old who’s…

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