A friend shared this article with me today - http://www.linkedin.com/today/post/article/20130926030101-29380071-adult-supervision

Here are my thoughts:

Peter Thiel’s structure is not for everyone, but doesnt mean it is wrong. It is meant for a people who have the urge to do something and university can sometimes stifle them. And the first company that a person starts is rarely bound to be successful. However, it is a fantastic learning experience and that is an important consideration.  

EC2 typically has slightly older version of software (Amazon AMI, i use that most often. Other linux distributions are likely to be similar but the repos folder is likely to be different). I like to be cutting edge, (but not so much bleeding edge).

Here is how you can use external repos to install the latest distributions. Most of the LAMP stack stuff is available in this repo.

-- 

cd /etc/yum.repos.d

After the initial novelty of jogging wore off, I started looking for ways to keep the elephant inside my head interested in the 20 minute repetitive process that my rider wanted done.

One of my learnings was that I needed an immediate sense of progress. First I tried counting steps, and then counting squares and even cubes in sync with my steps. Then I realized the most important part of a jog was actually the breathing, and not the running. So I started counting breaths. Paying attention to my breathing ensured better control and I was able to run longer and faster. But ofcourse I got bored. 20 minutes was too long a time to be counting breaths. 

“You need to be 10 times as good as the person you are delegating to - unless you are bringing an expert on board.”

I got this advice recently from an entrepreneur, and I tend to agree in principle. For me it’s not about being better, but about practice. Delegation allows you to scale and practice help you create the process which provides the foundation on which you scale. So I would rephrase it as “Do it 10 times yourself before you delegate.”

The lean startup model has a huge emphasis on solving pain points. It is a customer centric model, where you go talk to the customer first, identify the biggest pain points and then offer a solution for that. While this is very helpful in de-risking your business in most cases, some businesses by default dont solve a pain point and yet see huge success.. take any gaming company for example. 

“How will you measure your life” is a wonderful book. 

Clayton Christensen (also the author of Innovator’s Dilemma and Innovator’s Solution) plays strong emphasis on context. Any solution / theory is of value only if the context is defined. If the context changes, the theory is not relevant and needs to be reformulated. 

Among other things in the book, there is a section on  building your career. And when you are looking for a role (or looking for someone to fill a role), the context is your experience. Your chances of success depends not on whether you have accomplished what the new role seeks to accomplish, but whether you have been in a situation similar to what the new role demands. 

Great article by Mark Suster:

http://www.bothsidesofthetable.com/2011/12/07/why-id-rather-err-on-the-side-of-direct-feedback-than-pleasantries/?utm_medium=bothsid.es-facebook-share&awesm=bothsid.es_q3D&utm_source=facebook.com&utm_content=awesm-publisher&utm_campaign=

My personal view is that feedback is good if it is directed at an object (presentation, company, pitch) but almost always useless if it directed at a person (you should to be more understanding, you should not be so lazy etc). Unless the person is willing to receive it, you can try all you want, the other person might even nod in agreement but it will be forgotten. People need a strong trigger to change and feedback is a lousy trigger.

A lot of times we have a feeling that something is wrong (with ourselves or with the group), but we cannot pinpoint what it is. 

The first step is ofcourse to recognize that feeling and make sure you dont ignore it. I ve found that my instincts are generally right on these things.. and very often things have blwon up because I didnt listen to these feelings.

Now I notice it more, and dont ignore, but if I cannot pinpoint what exactly is causing it, what do you do?

We were thinking of new names for our company because .com is taken for doctree and that doesn’t bode well for our global domination plans. WE have been sitting on this for a while, and I was suggesting a string of different names to promote discussion. They werent particularly good (I was Ok a couple of them but them I am generally less picky than the average person), and my cofounder was rightly rejecting them. But I was little miffed that he wasnt offering any suggestions either. That’s when I came across this article

I was reading the book “How will you measure your life” by Clayton Christensen, and he suggested a very neat model to what a person / company would make decisions.

The idea is that we have resources (money, skills, labour) and we use processes to convert them into products / solutions according to the priorities ingrained in us. To refer back to my post last week, processes and priorities are what maketh the company blueprint.