research now develop later

Twenty percent. That’s how much companies ideally invest in research & development. Meaning, twenty percent of employees’ time should be spent researching and developing ideas.

Twenty percent is something most companies can only dream of. Hence, they often don’t invest in r&d at all.

Even if twenty percent isn’t an option, introduce research & development as a mindset, rather sooner than late. To (re)introduce r&d at a later point becomes increasingly difficult. Start early. Something is better than nothing.

trench delegation

A piece of advice that’s both right and wrong; to run a successful business, you must learn how to delegate.

Good advice because; there are only twenty-four hours in a day, and together we can achieve much more than alone.

Bad advice because; ceo’s can’t delegate getting in the trenches (in the beginning). Outsource too early, and you’ll have no idea how a certain process works. Delegate accounting entirely, and you won’t know how money actually flows in- and outside your company.

Start delegating after these two conditions are met, in this particular order. First, establish a firm understanding of the task at hand. Second, you’re able to attach KPI’s to the job(s) to be done.

begin peak-end

This morning, I underwent a gastroscopy. I was really looking forward to it. Am I a masochist? I don’t think so. The gastroscopy peaked my interest because it’s often referred to in psychological studies. The doctor was visibly confused with my enthusiasm while scheduling the procedure.

Generally, a gastroscopy is not a pleasant experience. The peak-end rule states that people judge an experience by its peak(s) and how it ends. Meaning, people don’t remember things based on the average of an experience. What sticks is the highs, the lows, especially towards the end.

Interestingly, the peak-end rule can be used to improve both good and (inherently) bad experiences.

Granted, you only get one first impression. Those still matter tremendously. However, whether your product is used once or a service that’s used often, knowing that people overemphasize the end of events, make sure to end on a high note.

one hundred

My fascination with the number one hundred knows no limits.

Numbers gain importance as a result of various reasons. Some numbers, such as π, are popular due to their practicality in describing how the universe works. In religious scriptures, certain numbers (such as seven and forty) are referred to more often than others, again boosting their popularity.

Some other numbers have lost their meaning. ألف مبروك or grazie mille (respectively thousand blessings or congratulations in Arabic, followed by thousand graces or thanks in Italian) doesn’t literally mean thousand; it means a whole lot.

Zero to 100 real quick. One hundred is a popular number in pop and urban culture. (Rubs hands like birdman.) To me, the number is special, due to “percentage” being an extremely well-suited vehicle to express (compound) growth. I once got into an argument (sorry, intellectual discussion) because a befriended data scientist absolutely disapproved of me expressing a number in percentage with a sample size smaller than a hundred. He wasn’t wrong, though.

This is the 100th one minute read. Here is a little surprise to celebrate this milestone.

business art

Being good in business is the most fascinating kind of art. That’s what Andy Warhol once said, allegedly. As a (big) fan, I think this statement is interesting but accurate and fundamentally wrong at the same time.

The purpose of art is often (to be) art in itself. Obviously, oftentimes it’s used to make the spectator think, incite a certain emotion, or even take a particular action. On the other hand, the purpose of business is to create added value and profit while you’re at it.

What business and art do have in common, though, is the lack of a straightforward process. Follow these seven easy steps, and you too can create a business or art. Sorry to disappoint. Unmistakably, it doesn’t work that way.

What has to be unequivocally true about Warhol’s statement is that running a business is fascinating, to say the least.

empathy boost

What do you do when you’re sick? Power through and push on? When your body sends a message that rest is needed, how can you take a break without feeling guilty?

While feeling under the weather, your empathy (towards yourself) could get a temporary boost. That is, if you are willing to accept that, you are forced to take it slow.

On the other hand, unwillingness to accept the fact you have to take it easy makes things a lot worse. Frustration isn’t exactly going the make your todos disappear. Agitation won’t help you heal faster.

Choose the smart option. Use the temporary empathy boost to tune into your feelings. Create (mental) clarity, and leverage it when you feel all better.

two hour hook — reward

Well done! Two thumbs up. Just a last push, and you’re there. You can do this! Is a sincere, timely encouragement ever wrong? Doubtful.

Whether it’s a sports app telling you you’re halfway there while running. A language learning app letting you know how many new words you’ve just learned. A productivity tool letting you know how many hours you saved. Reaping the benefits of what you sowed is generally a nice feeling. Knowing exactly what those benefits are is even nicer.

Some people use their own motivation as a reward. Others might need more tangible items to keep them going. Those who find themselves without outside sources of encouragement can get creative with things like certificates or points to work towards tangible goals.

After your customer started exploring your product or service, they should have experienced some carefully crafted (minor) friction. Once they progress towards their goal and the offer (or functionality) has been increased in complexity, it’s time to hand out proverbial medals.

Whether it’s an act of endearment, some kind words, an unsolicited treat. Include rewards throughout your entire customer journey.

two hour hook — increasing complexity

When a goal seems completely out of reach, we have a hard time motivating ourselves to get started. On the other hand, if it takes literally zero effort, we give up easily, after a little while. Bottom line; crafting the perfect challenge is complex.

If a customer walks into a bakery (for the first time) looking for a loaf of bread, ideally, the options are rather limited. With fifty-one different kinds of to choose from, the customer will suffer. Hick’s law states that: the time it takes to make a decision increases with the number and complexity of choices.

For digital products and services offering tons of different features, go slow. Bombarding your customer with advanced functionality too early will turn them against you.

Make your product offering and services as simple as possible for first-time customers. Then, gradually increase complexity.

Increasing complexity is the fourth “two hour hook” principle. Preceded by exploration, friction, and progress.

two hour hook — progress

Exposing progress provides us with two valuable insights. How far along we are on the one hand, and how much ground there is left to cover on the other hand. What a delightful feeling to know exactly where you are en route to your goal. Progress is the third hook principle after exploration and friction.

The more we invest in something, the more likely we will see it all the way through. If you want to make sure your customer reaches the point where your product or service provides the most value, or alleviates the most pain, provide them with the ability to check on the progress they’re making at all times.

If there is much ground to cover, it will take your customer a significant amount of time and effort to end up in the place where you want them to be. In that case, introduce milestones. “Just a tiny push and you’re halfway there.” This type of motivation, at the right time, can work miracles.

two hour hook — friction

Seamless. If I had a buck for every time somebody combined the words: seamless and experience… While there are tons of good arguments in favor of creating actual seamless experiences, there are some arguments against it. “Friction” is after “exploration,” the second out of five hook principles.

A seamless experience is a combination of multiple experiences where the customer doesn’t notice any gaps. A sense of continuation throughout the entire experience is perceived. Uber, for instance, has reduced a rather substantial amount of friction in the cab-hailing experience. Hence, moving from point a to point b using a taxi has been made (much more) seamless than the (analog) alternative.

The issue that arises is this. We remember experiences better when we have to put in a (tiny) bit of effort. Inversely, when experiences are too frictionless, they can feel somewhat generic.

In your product or service, introduce tiny amounts of friction, perhaps tied to milestones or achievements. This way, your customer has a sense of achievement and might grow to love the product or service (more).