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Elvio Rogelio Toccalino
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a team of almost any size generally has to have at least four personalities involved. You need somebody who has the vision and understands where you need to go. You need somebody who’s the manager and knows how to organize people and motivate people to get there and deal with the conflicts and tensions that come up as you try to move a group of people in a particular direction. You need somebody who’s the champion of the customer — someone who can translate your vision into terms the customers can understand and provide feedback because of the realities of the marketplace. And last, you need the enforcer. You need the guy who can say, “Okay, we’ve debated this long enough. Time to decide.” In my experience, you almost never find more than two of these personalities in one person. It’s important when you are building an organization to have people in positions of leadership who respect each other and, most importantly, know who they’re not. Often when I see organizations and teams get into trouble, it’s because somebody thinks he’s the visionary, or the enforcer, when he’s not.

http://pocket.co/soA664
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Burn rate is a bet on the potential of a business. That bet, re-evaluated at each round of funding, is based on the belief of venture capitalists that multiples of value will be created with the money they invest in a company. Unfortunately for founders, enthusiasm can be fickle while burn rates are stubborn. The two can easily get out of sync.
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“It turns out,” Rossiter chimed in, “that when you have humans everywhere, checking this, checking that, they add so much human error into the chain that, when you take them out, even if you fail sometimes, overall you are doing better.”
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"To accomplish this, we must begin to associate enough pain with our current circumstances and then equate immense pleasure with our new outcome. A mixture of enough pain combined with enough pleasure—this is how we change our shoulds into musts.
This is the pivotal point.
This is when you get leverage.
This is when you are compelled to take action.
This is how you make a damn decision."
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The real power of the Internet of Things is that it transforms a static product into a dynamic service. Once a thing is connected, it really becomes unlimited in terms of what it can process, because it can borrow from all the computers in the Internet to do the processing and it has real-time access to all the information in the Internet. It's no longer an isolated thing. It's become part of a fabric of everything connected. And you can dynamically change what it can do for people on a daily, minute-by-minute basis. So now it's only appropriate that we don't look at that as a "thing." It's a part of a much larger fabric. It's a service. This is the real power of the Internet of Things.

http://www.mercurynews.com/business/ci_27427438/mercury-news-interview-jahangir-mohammed-ceo-jasper
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"Don’t waste time rattling off your “To Do” items from a checklist. Provide a centralized space where team members can share lists of what they’re working on outside of meetings, and other team members can reference those lists when they need to.

Save face to face (or screen to screen) meeting time for higher level discussion around strategy and collaboration. If meetings are always substantive, it will never feel like you’re having too many."
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"Guys in the Valley want to make app-cessories. Guys in Europe want to make accessories. Guys in China want to make phones. Guys who make phones want to make cars. Guys who make cars want to make rockets. China is far more aggressive, far more entrepreneurial, far less restricted by their distribution channels."
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The turn-of-last-century British artist William Morris once said you can’t have art without resistance in the materials. The computer and its multifarious peripherals are the materials. The code is the art.
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The success of companies in this day and age hinges on the ability to execute. Ideas are important, but they are easy compared to execution. Thomas Edison once said “Vision without execution is hallucination.” I’m a big believer in this and I feel strongly that goal setting is the best way to keep the execution machine on track

Goal setting is important for several reasons. First, it helps the company focus, not on 50 goals, but on the top 5 or so goals that are critical to the company’s success. By going through the process of brainstorming and writing goals, we are assured that the major goals will surface. That’s good discipline.

Goal setting also helps with accountability and coordination between teams. We know what we need to accomplish, when it needs to be accomplished, who is going to own it, and how we are going to work together to get it done.

When done right, goal setting is a very powerful tool. Every team member in the company can link their goals to the corporate goals, knowing that their work is having a direct impact on the success of the company. And corporate goals can be inclusive of ideas that are created at the individual contributor level, which keeps the senior leadership team in tune with the organization
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