From Ed Batista: I conducted a workshop with the team at a startup here in the Bay Area on a range of topics related to interpersonal and group dynamics. While the title was simply Startup Communication, a theme woven throughout the day was the idea of startups as human systems, emphasizing both the complexity of the organizational culture and the critical importance of communication, feedback, and relationships in this setting. A condensed version of my deck is above, and I've added a number of links to other posts that explore in greater depth the ideas we discussed in the workshop. (Note that you have to download the deck from Slideshare in order to access those links.)
From Social Insites Blog: When does a start-up stop being a start-up? It’s a question that provides great link-bait on the interwebs, and I’m not going to answer it. There are a few hallmarks of start-up culture that we continue to cultivate here at NewsGator that make this a place to love.
From FastCompany: Why should you cooperate with your customers? Survival is a pretty good motivator.
From FastCompany: Rather than work for just the biggest companies in the world, they’ll be working with some of the smallest. It’s part of their new Start-Up in Residence program, a five-month boot camp for just one lucky start-up team who will work right aside IDEO out of their Chicago office.
From Fast Company: The formula for a successful startup is simple: create a product that people need, and hire ridiculously talented, highly motivated people to build it. Finding ridiculously talented, highly motivated people is by far the more challenging side of this equation. Here's how to do it.
From strategy+business: This social entrepreneur pioneered a new model for mentoring startups in emerging markets. Now she's replicating it around the world.
From FastCompany: Venture-capital firms have been the engine of the United States’ innovation economy. At Google Ventures, the search giant’s investing arm, Google thinks it can build a better one.
From Jeffrey Cufaude: In order for us to do anything with each other, we first have to understand how we want to be with each other. Having stated and understood rules of engagement, shared agreements for participation, helps create a safer climate for individual participation. Defining norms for a conversation, community, or organization helps people understand "this is who we are and how we will do things here." As Margaret Wheatley has said, “To create learning organizations, we must understand the underlying agreements we have made about how we will be together.”