REWORK. JASON FRIED. INTRODUCTION. FIRSTThe new reality We're small (sixteen people as this book goes to press), frugal, and profitable. A lot of posts, then into a workshop series, then into vitecek.info, and then into a paperback. feel inadequate for “merely” working reasonable hours. That leads to guilt and poor morale all around. Plus, it. Buy the book: vitecek.info The book is a byproduct of their business (which is one of the ideas they talk about in the book). DOWNLOAD THE REWORK SUMMARY PDF.
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12min is a platform that chooses, reads and summarizes the most important non- fiction books. Start your free trial and discover a faster way of learning!. Disclaimer: All information in this summary is from the book Rework: Change the Way You Work Forever by David Heinemeier Hansson and. Editorial Reviews. vitecek.info Review. Amazon Exclusive: Seth Godin Reviews Rework Add Audible book to your purchase for just $ Deliver to your.
They call upon a study from the Harvard Business School to prove their point. They explain that experiencing success is more likely to help you with future successes. Fried and Heinemeier Hansson emphasise that there is no need to have high expectations of running a large corporation.
There is absolutely nothing wrong with wanting to run a small business and to stay small. We all know someone who is a workaholic, that person who seems to be constantly attached to their phone on weekends, first to the office, last to leave and eats lunch at their desk. They tend to struggle to let go of a task and move on to a new one. The real hero is already home because she figured out a faster way to get things done.
Fried and Heinemeier Hansson believe that the word entrepreneur should be replaced with the word starter. They explain that absolutely anyone can be a starter, there is no prerequisite of a business degree. All you need is a bit of passion, an idea and some confidence. Their advice is that you need to stop focusing on meeting the expectations of being an entrepreneur and just get started with the work.
Everyone wants to feel as if they are making a difference, having an impact on peoples lives. And if you can achieve this, then you can consider the work you are doing great. They are referring to designing a product or service that you want, finding a problem in your life and solving it.
A common excuse is that everyone has no time. Fried and Heinemeier Hansson believe that this is no excuse, if you want something bad enough, you do whatever it takes to make the time. Fried and Heinemeier Hansson believe that if you want to build a successful business, you have to have some depth. Your business needs to have a point of view and have some strong beliefs. And you need to be able to explain to the world what your beliefs are. This is where mission statements come in. Fried and Heinemeier Hansson explain that they have seen far too many businesses work hard to raise money, only to be unsuccessful or to have regrets.
By raising money from the outside, you are giving up some of your freedom. Fried and Heinemeier Hansson explain that getting money from the outside should be your last resort, try everything else before you have to go down that road. Regarding money, they explain that you often need less money than you think. Everyone thinks you need to go in with plenty of capital, but the reality is you can get started pretty easily with not very much money.
And it all worked out. Fried and Heinemeier Hansson explain that you should be aiming to start a business, not a startup. Often, people use the concept of a startup as a safety net from the real world, as a way to protect themselves if they failed, and a way to avoid dealing with the nitty gritty of a real business such as payrolls and profit. If you go into your project, treating it as a real business, you are much more likely to succeed.
Worry about profit from the get-go, pay people appropriately and ensure that all your bills and deadlines are met. By doing this it will be easier to keep going. Another issue that Fried and Heinemeier Hansson have is with exit strategies. Why are you planning to fail?
You should be planning for success. However, Fried and Heinemeier Hansson explain that these constraints are not necessarily negative if you look at them from a different perspective they can be an opportunity. The authors also agree that you need to stop worrying about all the finer details early on. The authors recommend that you get stuck into finalising the basics and can worry about the details later. Decide and move forward. Fried and Heinemeier Hansson have a strong point of view when it comes to building products.
They firmly believe that you should build half a product, not a half-assed product. Instead of trying to get ten different aspects of the product perfect, start with just one.
Consider the time and resources you have available and establish what is possible. And the authors want you to remember that less is more. The stuff you have to do is where you should begin. When explaining the epicentre, Fried and Heinemeier Hansson use the example of a hot dog stand.
But what you should really focus on is the hot dog. That is the epicentre. The rest can come later. Fried and Heinemeier Hansson explain that you should build your business about things that will not change. Consider what people are looking for in a business or product right now and what they are going to want in ten years. This constant is what your business should focus on, not temporary fads or things that will change rapidly.
They look to Amazon as an example.
Two things that consumers are always going to want. The authors remind us that these are secondary to your business, you need to remain focused on the core, what people want and how you are going to get it to them and make money. Most businesses procrastinate the launch of their new product or service for far too long. This is usually down to nerves, fear of failure or a lack of motivation to get started. But Fried and Heinemeier Hansson point out that the reality is, that most people have their product or service ready to launch a lot sooner than they realise.
They emphasise the importance of going to market as soon as it is ready to go. Fried and Heinemeier Hansson explain that interruptions are the enemy of productivity. You need commitment rather than an exit strategy to make a real business. If you have something good, keep running.
Why sell it? When you have problems with your product, consider cutting features. If you want to do something great, you need to let go of everything that is not great. If your competition offers more features, do not try to copy them, offer fewer features, and focus on having a simpler, easier-to-use product. Keeping your product or service simple is not easy, and when you have thousands of customers, new ideas of features will appear at all times.
They should never be accepted right away. It is always necessary to understand whether they really contribute to the creation of a better product without losing its simplicity. Immediately say no to ideas that look good. If the functionality is critical, implementation requests will come so often from your clients that eventually you will have to create it. To progress, you must be quick and decisive.
You need to replace the "let's think about it" with "let's do it". It is important to force yourself to constantly make decisions and never wait for the perfect solution. Long projects and deferred decisions discourage your team and cause discomfort to customers.
The longer it takes to create something, the less likely it actually gets built. Make small steady progress. In your company, you are a healer, and you have to choose what goes in and what stays out.
The most important, though not instinctive, is what is left out. That is why it is necessary to focus on the essentials. Never be afraid to cut. You can always add things in the future if necessary.
Do not be a company in search of the next great fashion. Your business should be built around things that never change, and you should invest in them. When you focus on the definitive, on things that do not change, you never go out of style. So you should never stick to your tools, technologies, tricks, offices full of luxurious furniture.
Focus on what matters to attract customers and make a profit. You're not a big company. Do marketing your way. You must be authentic in your marketing and never emulate the big companies.
Small businesses that try to look great at all costs look like jokes and are not taken seriously. It's okay to look small, so you should talk to your customers as you talk to your friends. Communicate frankly, directly and avoid the jargon that the market uses. Besides, traditional advertising is a costly way to connect with customers.
Build an audience by sharing content that is useful and relevant to your customers.
Create a community of people who genuinely care about you and your business will do well. To succeed, you need employees who are capable of managing themselves. This type of professional only succeeds in work environments where there is trust, responsibility, and autonomy. Always evaluate whether your business is direct in communication.
You can not be wordy or irrelevant but communicate clearly every time. Do not foster a culture of over-crowded meetings where people only bring trouble. Create an environment where people bring real solutions to problems, and the criticisms and feedbacks are totally transparent. You need frank and honest communication within your team, so bad ideas are criticized when they should be. Also, there are certain words that should be avoided in teamwork.
Also, never ask for something "as soon as possible". Constant disruption and a high volume of meetings are highly detrimental to the success of a business. They slow you down and keep you from growing. So you have to fight them all the time.
Create your work moments where you can not be interrupted. A meeting is not synonymous with collaboration. When 5 people meet for 1 hour, you waste 5 hours of productivity. If you are going to have meetings, set your rules, duration, and agenda beforehand.
Always invite the smallest number of people, start with the specific problem and focus on it. Always end meetings with a solution and a decision. When you hire someone, this should only be to solve a timely problem that is causing your company a huge inconvenience.
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