An Honest Discussion About Windows of Opportunity

March 31, 2010 Leave a Comment

I originally wrote this post in May of 2009.  We couldn’t post it then and risk revealing the launch plans of some of our clients.  Our end of year projects helped validate the post so we decided to publish it now.

We were seeing a new wave of companies ramping up to release in the fall as with previous years.  This was just one of many signs that we felt the US economy was turning around.  Money was flowing, new projects were getting some funding, and development teams were being staffed.

As usual, most companies targeted October listing a window of opportunity as the driving factor.  I first referred to this phenomenon in my post about the 2-month launch.

We have had many customers successfully hit October.  One company launched and closed an impressive round of funding shortly thereafter.  Another signed up a Fortune 500 company before the end of the year.  We are very proud of what these budding enterprises achieved.  What’s the one thing that has not happened?

Not a single one has seen any validation that a window of opportunity really existed.

Opportunity?  Yes, definitely.  A window?  One that might close soon?  In my opinion, absolutely not.  The opportunity available to these companies is no better or worse before or after their launch.  The proverbial window remains open for everyone even to this day.

Defining a market window is like trying to predict when the recession you are in began.  Was the Internet search market opened by the invention of the Web or the rise of Yahoo?  If Google closed that window, how do you explain bing? The iPod entered a crowded MP3 market.  facebook is clobbering myspace who left friendster in the dust.  The list goes on and on.

I was reading an essay by William Gates Sr. about his son Bill.  He said Bill left Harvard before graduating to create software for the Altair 8088 because, and I quote, “to take advantage of a window of opportunity he believed would be long gone by the time he graduated”.  This is like seeing a Model T and thinking if you don’t get into the car business soon you’ll miss out.  Laughable now, but I am sure those early companies felt this way just as Gates did and most start-ups do.

I am not saying that windows of opportunity are a complete myth.  Did everyone think Twitter would become this huge or that there was a market for really short messages?  One of our start-ups truly has a unique opportunity.  They can point to market factors, new legislation and a host of other factors converging on what truly looks like a new opportunity.

Hitting a specific window of opportunity is not the dominant factor that determines who survives in my opinion.  New opportunities open up all the time.  Eventually markets become crowded and finding success becomes more difficult.  Companies need to focus more on obtaining an impenetrable position instead of nailing the start or end of a window.

What do I conclude from all of this?

1) Running a start-up successfully is a marathon not a sprint.  Having the early lead in a marathon doesn’t matter that much. Just ask Yahoo or friendster.  You still could easily lose to runners managing their race better if you don’t do the same.

2) Windows of opportunity are very real, yet they don’t exist just because you want to launch in October.  Base your launch time on smart planning and not only on hoping to capture the big spending months before the holidays.

3) If the TechCrunch post about you lists competitors already up and running, then your product is probably not going to create a new window.  Your first mover advantage is already gone.  Learn as much as you can from your competitors.  Most importantly, don’t assume they are standing still.

Here are some different launch goals to consider along with the date of your launch:

Considering launching off-season.  This allows you to fine tune your offering and your infrastructure.  When you expect your most explosive growth, would you rather have a new product that you are still vetting or a proven solution supported by well-trained people?  Maybe ask potential customers this question?

Consider launching based on milestones instead of dates.  For example, launch after you have 500 active beta customers on the system for 2 months or more. Do you think potential investors will care about October if you can show your product is “sticky” for users?  Maybe ask potential investors this question?

Consider launching based on your financial goals.  Your product must be in the market generating revenue at a certain rate to hit your break even target.  Managing to cash flow positive is something many companies may have to do in this changed economy if you believe our predictions back in 2009. Maybe ask your executive staff this question?

I realize that windows of opportunity are one of the many motivators that drive teams to achieve the insane.  Gates may have been wrong about the market for Altair software, but his drive on that opportunity and all the ones that followed ultimately lead to his success.   Believe me, whatever the reason, you must have this drive.  Just remember that while October may seem important, surviving long beyond October is definitely important.

Filed under Development Management Tagged with , , , ,

Open Mountain launches hinventory.com

February 20, 2010 Leave a Comment

We are pleased to announce the launch of our first product hinventory.com.  hinventory.com allows you to create an inventory of the items in your home online.  The process is as easy as taking photos of the rooms in your house and tagging items in the photos.  Read more about the product at our hinventory.com blog.

When we started Open Mountain a few years back, we recognized there were two lines of business interesting to us.  The first was the startup services business.  Founders, entrepreneurs, and companies uncover new ideas all the time.  They need cost-effective teams managed by experienced leaders to get those ideas to market.  We really like the energy of the startup and the challenge of bringing something new to fruition.

The other line of business was product development.  We’re product people.  We worked at product companies like Adobe, Ariba and Intuit before Open Mountain.  We understand the ins and outs of developing a product and working as part of a team to make that product successful.

The decision for which business to pursue first came down to practicality.  Services businesses generate revenue sooner than product companies.  Longer term, products have a better revenue growth potential, but they require capital or sweat equity to launch.  We looked at the landscape and decided that we prefer to bootstrap our company without taking money and that meant services first and products second.  If you are confronted with this same scenario, I highly suggest you read Guy Kawaski’s Art of the Start.

Fast forward to today, our services business was far more successful than we imagined.  Take a look at our client list and at just some of the companies that launched new products or technologies with us.  Working with startups and creative founders is rewarding.  Nearly all the companies we worked with are still alive and kicking today.

Now it’s time for the product side of the business.  We’re actually launching two products today.  hinventory.com is a Web site for creating a secure home inventory online.  You can read all about it on our hinventory blog.  Please check out the product and become a user.  Use the feedback form to tell us what you think.

The technology behind hinventory.com, called tagiphoto (pronounced tag.ee.photo), is a technology product that enables companies to add photo management and tagging to their integrated Web and mobile offering.  We’re doing a limited launch right now looking for early beta customers if you are interested.

This is a very exciting time for us and we hope you’ll help make our new product successful.  We’re as committed as ever to our services business and continue to sign up new clients each month.  At the end of the day, we’re all about bring new ideas to market whether they are your ideas or ours.

Enjoy!

Filed under Company Updates Tagged with , , ,

Design Tips from Lessons Learned in 2009

December 9, 2009 3 Comments

We had some fun and rewarding design projects this year.  Open Mountain has a new logo and Web site, and we executed a new ad campaign.  We also designed sites for our clients and were involved in many creative projects throughout the year.  I think it’s time for a little retrospective.  Before I take you through some of work, I thought I would provide some lessons learned from the year.  Assuming you are following a healthy design process, here are some tips to help you achieve success with your creative endeavors:

1) Start from a creative brief

A creative brief synthesizes the desired results or impacts of your project.  I recommend a single page brief that has 3-5 words that describe the emotion you wish to evoke, a sentence describing the impression you are trying to create or message you are trying to communicate, and then 5-10 bullet points listing everything that should also be considered.  We skipped this step a couple of times only to find out later that our lack of alignment was driving the design in different directions.  Resist the temptation to dive right in creating images before you collect your thoughts.

2) Use multiple visuals where ever you can

This one seems obvious.  Of course you are going to create visuals of your design.  We recommend using more than one as much as possible and use existing work for inspiration.  We started our logo project by creating a page of logos we liked from other sites and a page of logos we didn’t like.  Our Web site went through many prototypes before we started working in HTML.  Our design partners deliver 3 to 5 design choices per deliverable and that gives us plenty to discuss as we strive for something creative, intuitive and unique.

3) Plan to reset or start over at least once

All our best design projects hit the inevitable “we’re stuck” moment at some point in the project.  The current trajectory has run its course.  Where do we go from here?  Starting over allows you to dump the bad parts of everything you did while retaining the best of your brainstorming and thinking.  For our logo project, we liked the two-tone nature of the images but couldn’t converge on colors.  We realized that using brown to represent the strength of mountains was putting a damper on our brand.  Hills in California offer other choices such as green for spring or gold in fall.  The logo design direction was good but we dumped our color palette and started over.  You’ll see that progression below.  We recommend you embrace the set back as a healthy part of a creative process.  Try not to resist just because you are under deadline.  It may take you longer to make a bad design better than create a new design that works.

Here now is a trip down some of the design projects from our year and how we came to learn these valuable lessons.

Open Mountain Gets a New Brand

Our first project of the year was a new logo and Web site.  As I mentioned above, we did the logo ourselves starting from a creative brief.  Open has strong connotations for approachable and transparent but also open in the open source sense implying community and knowledge.  Mountains are strong, substantial and impressive.  The image below shows our progression from earthy colors toward what we have today.  This project benefited from all 3 tips listed above.  We used a brief.  We created mountains of visuals to consider different options, pun fully intended of course.  Our earth tones palette was replaced by something green, open and fresh.

We tackled the Web site next.  Below is our first attempt starting from our existing creative brief.  Do you see any major issues with this perhaps after reading our previous post about design?  You see a guy in a kayak against a mountain range exactly where the eye looks first on the page.  How informative is that?  We had hoped that the serenity of the lake we create a peacefulness when perusing the site.  One reviewer thought we were a travel Web site.  Furthermore, most people didn’t even look at the content at the bottom because it appears secondary to the overall page.  Time to start again.

Our new design started by utilizing our own advice and putting meaningful content in key positions.  We decide to use Flash animation to make the experience more engaging.  Below is our first shot at the flash panels for the animation.

Next we played with color and attributes to encourage the users toward different sections of a page.

In the end, we feel we created a site that is informative and engaging, and delivers the right message about our company.  Take a look and tell us what you think.

We Have Ads Now!

Our next project was creating advertisements for our business.  We procured several 250 by 250 spots on various Web sites through pay or partnership.  Due to timing constraints, we were forced to create something quick and dirty to meet a deadline.  This is what you get when you don’t follow good process or utilize any of the design tips we mentioned above.

Is there anything in this ad that is the least bit engaging?  What incentive do you have to explore this company?  What service do they really offer?  Right, you get the point.

We reset the entire project and thought hard about what were trying to do.  An expert gave us some advice on how to think beyond our current approach.  She talked to us about advertising and about how you create something like a “Got milk” or “Just do it”.

We have said from the beginning that we wanted to be different from what customers have come to expect with outsourcing.  We strive to overcome the separation between organizations and instead work to provide insight into what is really happening with the remote development team.  Working with Open Mountain should not feel like typical outsourcing.  It should feel like your own team.

Outsourcing never felt like this!

That was it.  We knew right away this was our “Got milk”.  When you outsource with Open Mountain, it should not feel like any previous experience you might have had.  Below is our first concept piece with the new approach.

Happy smiling people.  People actually enjoying outsourcing.  Exuberance.  Feedback from our experts confirmed this had appeal and communicated the right message.  We created 4 ads.  Here are the two favorites and we also used the one in the upper left corner above.

If you outsource with us, you’ll be as happy as a kid sledding or a crazy guy eating a huge lollipop.

These ads still crack me up.  They are quirky and unique and communicate our core message.  Of course, we rejected some ads as well.  Here are the two most controversial.

Outsourcing should feel like you are about to eat a huge hamburger, right?  People said he looked constipated or nervous.

Reaction to the woman eating cake was truly mixed across woman and men.  At the time we rejected the ad, one woman reviewer was saying this degrades our business while another said this would get the attention of our target audience.  Let’s just say that the ad did not fit well with our corporate values.

Clients Restart Projects Too

Design tips were learned working with clients as well.  Our client ThriveOn.com launched their site based on the design below.  As we added features to the solution, we soon realized that the design was creating some challenges.  This design is more consistent with a Web portal such as iGoogle or my.yahoo.com, and didn’t fit well with upcoming product changes.

The client went back to the drawing board and created a design more suited to the long-term growth plans of the product.  Below is an interim step from when we experimented with different color schemes.

The final site is presented below.  You can read more about our work with ThriveOn in our case study on the OpenMountain.com.

A Look at a Work in Progress

The year isn’t over yet and we’re designing new products all the time.  We strive to follow good process and utilize the tips mentioned at the start of this post.  Here now are two final mock-ups from a product we are working on.  The project is in stealth mode and some content is redacted.  Overall, the design process has gone very well.  Our favorite approach is not displayed below however.  You’ll have to wait until launch to see where we ended up.

Filed under Development Management Tagged with , , , , , ,

Understanding Development from a Day In the Life

November 23, 2009 Leave a Comment

Monday morning is the time when our teams interact the most about projects and the coming week.  I’ve decided to capture events typical of Monday to provide insight into our work developing products for clients.  I’ll do my best to include everything warts and all even if that means sharing something I would not normally share.  In support of full disclosure, I took sparse notes over a period of time and came back later to clean up the text and add commentary.  Here goes nothing!

Our high-tech revolution has plunged us into a state of continuous partial attention.

iBrain by Gary Small, M.D. and Gigi Vorgan

- A typical Monday starts by pulling my canoe out into the various communication streams.  Logging on to Skype is the watershed event.

- Skype is running.  Firefox is open with tabs for email, calendar, several Google docs, WordPress for this post and YouTube for a side project I am working on.

- I check in with my lead on Skype.  I have the same guy across a few of my projects.  This certainly streamlines the communication.  He’s in Costa Rica.  When I worked at Adobe, we used IM all the time as people worked on different floors and at different locations.

- I am acting as the product owner for one project and I clarify something about a feature we are implementing.

- On another project, our client provides detailed specifications and we review the documents to make sure we are in sync.  We are, which is good.

The new promise of collaboration is that with peer production we will harness human skill, ingenuity, and intelligence more efficiently and effectively than anything we have witnessed previously.

WIKINOMICS by Don Tapscott and Anthony D. Williams

- Our newest client jumps on Skype to validate the release, our testing and the schedule.  There is a lot to discuss so we move to a Skype call. He does a good job managing his business to create an active and valuable community.

- Another issue comes in about how a feature should work that requires some thought.  I ignore chats and emails for the next 30 minutes and open specifications in Google docs and mock-ups in Preview.  We clarify the issue.

- By late morning, the major communications have been completed.  Projects are moving forward and our teams seem to understand what needs to happen this week.  I am responsible for a couple of releases that are in full swing.

No matter how clever the idea or great the implementation, an invention typically lives or dies depending on how well it can be integrated into a larger social or technological context.

Juice by Evan I. Schwartz

- The marketing text for our Web site update is long overdue.  Some tasks on the docket this week are for corporate business.  But I decide to focus on that side project and YouTube.

- I started a project called ReachGivers.org to help charities and non-profits get their message out over the Internet.  ReachGivers.org uses Ruby on Rails and has Twitter integration.  I added a poor man’s blog a while back as well.  This week I want to add video support.  Side projects help me stay connected with technology.

Economics is above all a science of measurement.  It comprises an extraordinarily powerful and flexible set of tools that can reliably assess a thicket of information to determine the effect of any one factor, or even the whole effect.

Freakonomics by Steven D. Levitt and Stephen J. Dubner

- Off to Starbucks for a Mocha and a blueberry scone.  This happens so often that people know me by name there.  The Ethos water billboard reminds me I wanted to blog about that on ReachGivers.org after finishing the video work.

- My brain stumbles on some concepts for the marketing text and I jot down some ideas.

- I was working on a product a while back and was not that impressed with the end user documentation.  I sent a book proposal out to a technology book publisher, which turned into a series of titles, and I have been writing every since.  I love it, I really do.  I even enjoy working on marketing text and ads.

Execution is not a one-time event.  Nor is it a process where you check off goals as if your sixth-grade teacher were looking over your shoulder.

The Art of the Start by Guy Kawasaki.

- Shorty before noon we get a curve ball. Mid-cycle, our client needs to shift direction on a project to change the prioritization and the release date.  I’ll spend the next few days updating user stories and validating the new plan. Sometimes I feel like we’re actually better at hitting a curve ball.

- The Agile software process, which is intended for flexible development, actually advocates against this type of mid-cycle change.  Release cycles are purposely shorter so that a direction shift simply influences the next cycle.  For start-ups, next month can be years away.  We have to be more flexible.

- A site we monitor generates an alert right before I can escape for lunch.  I used to get a little rush on these mini-emergencies like working as an EMT. Now I am the ambulance driver who knows that most pick-ups are not at all like the show ER.  Still, up-time is important and so we resolve the issue as quickly as possible.

- It occurs to me that this post demonstrates why people Tweet.  Expressing myself effectively with 140 character didn’t work well for me.  I decide to try it again because I am enjoying creating this running dialog.

- We’re trying to send large Photoshop files with mock-ups.  Some days technology just seems to work against us.  We’re hitting proxy issues and time out issues.  Eventually we solve the problem and remind ourselves yet again we should standardize on an approach.  Problem is, email and Skype are so convenient and work well enough most of the time.  I guess this would be one of those warts.

Agile software development methods should be able to survive in an atmosphere of constant change and still emerge with success.

Agile Management for Software Engineering by David J. Anderson

- After 40 plus years of eating sandwiches, I still love a good sandwich.  The best sandwich in town is from the deli in Vallergus and the people at the cash register all know me by sight.

- I never get back to the post after lunch.  Clients and partners all eat at different times and issues were waiting for me when I got back.  That is definitely a typical Monday.

- I didn’t finish the marketing text either.  The text I came up with was not remarkable.  I made some small updates to our corporate site instead and also finished my changes on ReachGivers.org.  Perhaps I will think of something while winding down for the night.

- My iPhone sits by my bed.  With several releases in play, there is always a chance a developer is still working and will fire off a question.  Of course, I can’t just let the device sit there, now can I?  I pull my canoe back out into the stream and see what else I might have missed during dinner.

Filed under People & Places Tagged with , , , , , ,

Developing on a Platform Creates a Dependency

November 2, 2009 Leave a Comment

Companies are finding real benefit from starting on a platform that provides functionality and existing customers.  More and more developers are launching products on the iPhone, facebook and SalesForce.  We definitely encourage our customers to use existing technologies and services to expedite time-to-market.

A few months back, we were proposing to build a facebook application using some other technologies as well.  In our proposals, we like to think ahead to point out issues that could arise and we stated that any changes to these technologies could impact the schedule.  At this point, the customer emailed me an interesting question.

How do we mitigate the risk if facebook or the other technologies change?

Our customer was asking a pretty good question.  If facebook changes their API or markup language, we may have to re-factor significant amounts of code.  Don’t think this could happen?  It already did.  Here’s how it impacted some developers.

At first I was tempted to say that is the nature of the beast.  If you are building a house and it starts to rain, construction will be impacted.  Materials will get wet.  You might have a major disaster if you just poured the foundation and the cement hasn’t cured.  We can’t stop the rain.

I then realized this is a profound question and that I needed to give it some thought.  We develop for start-ups all the time and a significant delay from outside influences could prove disastrous.  I started thinking through the possibilities.

First, we need to consider if companies we are depending on actually appreciate this risk.  How often does the facebook API change?  How does SalesForce improve their platform without breaking existing applications?  It’s reasonable to conclude that if Apple, facebook and SalesForce care about their business they wouldn’t adversely impact people making a living off their technology.

I did a little investigation to see how well these companies keep their developers informed of changes.  Everything I discovered was as of the writing of this post and may have changed before publishing.  I certainly welcome anyone from facebook, Apple or SalesForce to comment on this post and provide information I may have missed.

facebook clearly embraces developers as a community.  Their WIKI is comprehensive and includes a link to view the latest changes to the platform.  A proactive developer could sense changes were in the air for sure.  I was hoping to find a way to subscribe to emailed changes.  I’ll keep looking for that.

Apple’s developer site feels very polished.  They clearly focus on information presentment making it easy to find documentation.  That said, the site seemed to offer less insight into what is happening with the platform.  By way of contrast, WIKI community sites are easy to edit and therefore updated more frequently, but often contain posts that are not completely accurate or have become out of date.  A good editor solves this problem of course.

SalesForce.com is definitely going the community route.  The developer site includes documentation, news, events, updates and discussions.  An active developer can stay abreast of changes for the most part.  After looking at the site, you can see that the company is making a good effort to keep the developer community informed.

Back to the question, how can we mitigate the risks of a key technology or platform changing mid-cycle?

Here are some the techniques we recommend for staying informed and managing the risk from developing on existing technologies and platforms:

1) Subscribe to all change lists – The best way to find out if an API or technology is changing is to have the company tell you in advance.  Trust me, you don’t want to find out from users your site is broken.

2) Avoid developing functionality that has a shelf life – Some times, it is clear an API or functionality may have limited long-term viability.  Certainly privacy and security issues won’t stand over time on any site with significant usage.  Developers love to exploit a loophole or over reaching function.  Your business might be doomed if this loophole is core to your success and it gets closed.

3) Plan for scenarios in the business – The corollary to point 2 is plan for the unfortunate or unexpected.  You should certainly utilize any advantage you reasonably uncover.  Just don’t bet the farm on anything that may pose a long-term issue for the platform without a backup plan.  Spend time thinking about how your business would need to adapt.

4) Create a business that is truly platform independent – Try to see each technology used by your product as a component instead of a necessity.  facebook could be swapped out for MySpace or Twitter for example.  If you use an open source product for your shopping cart or CMS, consider having a backup choice in case you find a bug that can’t be fixed.  Ask your architect to present an alternative technology stack that changes all third-party technologies just to prove it can be done.

Experienced teams use existing platforms and technologies to enhance products, speed up development and create forward-looking solutions.  You should too!  Just don’t get caught depending on something that would hobble your business if it changed.  Have a plan to get back up if the rug is pulled out from underneath you.

Filed under Development Management Tagged with , , ,

Is 2 Months Reasonable to Launch? Or even Doable?

January 19, 2009 3 Comments

We see a very interesting pattern for launch dates in requests for proposals (RFP) that we receive. Nearly everyone who starts development from April to August wants to launch in October. The trends makes sense when you consider seasonality. The difference between April and August is obviously significant. Yet, companies seem to want the same amount of functionality regardless if development starts in April or August:

“Why can’t this be done 2 months? How hard can this be? Can’t you just use some open source products and customize them? We don’t need to start from scratch here. My expert says…”

Customers bring up many salient points during these discussions. Can the team work longer hours or can they work smarter? If a set of features requires 6 months to reasonably develop, can it also be done in 2 months with about the same size team? In this previous post, we point out that coding is physics and that we can’t simply reduce the schedule to meet a deadline.

Have you seen those home improvement shows where the contractor blows the schedule and the budget because of some unforeseen factor or change in the plan by the home owner? The home owner looks at a set of materials, imagines in his head the work to put them together, but never quite understands that it is never that simple. With software development, it’s the same principle. People look at a set of features and think in their heads, sure, this is doable in 2 months. They rarely consider that the implementation may not be as simple as they think, or that they might see the product and decide what they wanted is not what they thought.

Let’s look at a simple feature example of implementing sign-up and login. You can’t do much in a product if a user can’t create an account. An experienced developer using PHP or Java could do these features in a few hours by creating an HTML form and writing some SQL to add or look up a record. If features are that easy, why do we even need 2 months?

A good team thinks about the best way to implement a feature above and beyond the mechanics needed to create a form or put a record in a database. The developer must define a user object that has properties like email and password and functions like saveUser and validatePassword. The team must define objects smartly, otherwise you may have longer term problems maintaining your code base.

The page must be properly formated to match the mock-ups and overall aesthetic of the site. Color and font attributes are centralized in CSS files. If these are the first two features of the site, then the login and sign-up pages created will be the ones that define the styles for the rest of the site. Usually, the team needs a graphic or two from the designer as well.

The developer must also understand the client’s login and sign-up business rules. Do users login with email, login name or both? Must users validate their email before accessing the site? Should the developer check to make sure the email address is valid on input? We had 3 customers launch or hit beta in fall 2008 and each one had subtle differences in their business logic for sign-up and login.

You can now see how something as simple as sign-up and login might take a day to implement and another to test and validate.

With a new code base, the team must define the infrastructure of the code. Developers consider scalability, security, exception handling and a host of other services to make your product secure, robust and scalable. The best teams use existing technologies or frameworks to solve the infrastructure problems, but they still need to customize the code to meet specific needs. We no longer have to cut down trees or mill wood when adding on to your house, but we still need to cut the wood to size.

The good news about objects and infrastructure is that they both solidify over time and the effort to implement new features reduces. Economies of scale start to kick in once you have your solid foundation. You can hook into existing pipes when adding a bathroom on the second floor so to speak.

When you consider how much design work, object definition, and infrastructure is needed to create a scalable product, you just may find that 2 months is only enough time to get a small collection of features working. I told one client recently that after 2 months, the product will look like an unfinished house. Showing the product to their customers would be like walking on to a job site and imagining where the living room will be. After 3 months, you’ll see walls and after 4 months you’re painting them.

We suggest avoiding the 2 month launch for the simple fact that the best product comes from gathering feedback and re-thinking core problems, which is hard to do when the people providing feedback have to imagine where the walls of your hypothetical house will be. A development cycle of 6 months provides enough time to implement a robust feature set for launch, and to make improvements based on real feedback. This seems like a good idea to us. You’ll see this theme along with our predictions for trends in 2009.

My final point is this. If you launch with something that took you only 2 months to build, how defensible can that be if you happen to uncover the next new market like blogging, social networking, software-as-a-service or some new island in the Pacific? In 6 months, you can have something better, with more ingenuity and functionality, that has validation from your target market, and is not something a competitor could replicate in time to rain on your parade.

So back to the original question. Is 2 months doable? Maybe it is. Maybe, if we all stay focused and implement a minimal feature set, and if we don’t seek any feedback on what we created, it’s doable. But is it a good idea?

Filed under Development Management Tagged with , , , ,

Follow

Get every new post delivered to your Inbox.