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Raise Ten Loose Fifteen

Case:

Situation: Technology proven.  Anyone.  Literally anyone could use this application to play the piano in less than fifteen minutes.  Bright inventor, very personable.  He raised $10MM spent $15MM and crashed the company.  Not one company, two companies.  Why I am telling you this is because it is an amazing insight and potential exploration for you in how not to do it.

How to fail to figure out who and how to trust.  How not to assess the market.  How not to market.  How not to secure IP.  How not to invest in infrastructure.  How not develop a sales team.  How not to develop a product.  And, how not to manage a company.  Complete failure, two sequential shells.

"Actually, I raised Ten Million to spend Fifteen Million."

On the flip site of this we have investment is a usurious network, and an inability to make powerful assessments in other peoples actual capability.  Product expansion in lieu of market development.  Over the top graphics from a Disney "guru," an SEO "master" and a squeeze page "specialist."  Overkill on patent applications and brand rights.  Investment in outsourced fulfillment.  Investment in convenience players to fill work requirements over real experience.  Massive investment in product details that just didn't matter.  Flying around the country chasing big deals with perceived volume distributors.  And, after the first failure packaging the assets in a holding company to feed the second entity.

Why: The lack of coordination.  Each of the failure points had little to do with some thing.  The product was built, it worked flawlessly in result.  Each of the failure points had little to do with the location of things.  Things did ship.  Five million dollars in revenue with a one hundred fifty dollar ASP.  The failure was the result of miscoordination after miscoordination after miscoordination.  Everyone speaking the same language.  English.  No one spoke the language of coordination.

The company went bankrupt, twice, because of miscoordination.

 

things | location | Coordination

Here I'm going to run through a quick sequence of strategies for the elements we've been talking about.  GOOD TO HERE...

.  This is not a business plan.  These are the operational standards we will, together, apply to our interactions.  The criteria from which we will, together, make assessments about what works and what doesn't.  This is the basis of establishing a system of proofs.  Asserted facts, which can be held to either true, or false positions around widely observable events.  Coordination contains rigor and respect.

Coordination holds the key to unlocking our current productivity stall.  Specifically, the waste, the coordination waste that has been happily living in our systems.  Lying in our interactions with others where we appear to be repeating unnecessary steps, or find ourselves and our teams stuck.  Waiting.

Simple Examples Of What Coordination Isn't:

We meet.  We find we have similar interests.  We enjoy our time together and commit to meet again.  We never do.

We meet.  We find we have similar interests.  We enjoy our time together and commit to meet again.  We trade a few messages to detail out day / time and place.  We confirm the day before.  Half an hour before the scheduled meet one person declares an emergency.  They continue texting you through the time you were to meet declaring how sorry they are and wanting to reschedule.  Never occurring to them that their emergency time is now being spent texting with the person they should have been meeting with.

The theme is disconnection.  The narrative can be expanded, though recurring disconnection is what can be observed in the outcomes around us when coordination isn't happening.

Simple Examples Of Where Coordination Waste Lives:

eMail; Text Threads; Chat; Voice Calls; AV Conferencing; Meetings; Follow Up Activities; and, General Conversation.

Speech Acts That Provide Wheel Rotation, Reciprocal Exchange:

Offer; Request; Accept; Decline; Counter; Declare; Speculate; Assess; Assert; and, Apology. 


Application > Leading; Managing Others >> Project Management...


EXPLORATION: Where are you and your team having conversations that actually don't matter?


Case Example ~ Situation | Solution | Result:

Situation > n/a

Solution > n/a

Result > n/a


Distinctions: Coordination, Speech Acts, Assessments, Assertions, Conversational Layer Thickness, Standards, Criteria, Care,  

Relation To Core: Acknowledgement, Observational Frameworks, Navigational Capacity, Bridging Realities, Human Interactivity's Ones & Zeros, The Language Of Coordination, Turning Business To Enterprise, Reciprocally Transactional Loops, Marketing's Continuum,