2008年11月28日星期五
Revamping!
I am doing major revamp to this blog. New blog will focus on natural language processing / machine learning, social media research, mobile applications, semantic web, industry analysis and product management.
2008年8月2日星期六
Some lessons from a serial tech entrepreneur
Some lessons from a dinner with a serial entreprenuer.
1. Whenever there is change, there is opportunity. Always watch for big social, technological changes.
2. Adjust constantly. There will be countless times in which you will have to change and adapt your plans.
3. Be objective as much as possible. This is a very common mistake that kills entrepreneurs. Never fall in love with your own idea. You think it is good, not necessarily mean other people would think so. Try to verify it from as many as angles as possible.
4. Think about ideas that could be implemented now. Market and technology must be matured or about to mature.
5. Try not to go to markets under spotlight. Crowded market means competition. You have to be exceptionally good to surpass your peers. Finding blue ocean is the key. E.g., mobile is too hot now. You'd better avoid it.
6. Salesmanship.
7. Put a lot of efforts on hiring the first few employees. That could either make a startup prosper or kill it...
8. Network effect.
9. You need domain knowledge to compete. Don't go to market you don't know much about. If you really want to do it, hire some body who knows it.
1. Whenever there is change, there is opportunity. Always watch for big social, technological changes.
2. Adjust constantly. There will be countless times in which you will have to change and adapt your plans.
3. Be objective as much as possible. This is a very common mistake that kills entrepreneurs. Never fall in love with your own idea. You think it is good, not necessarily mean other people would think so. Try to verify it from as many as angles as possible.
4. Think about ideas that could be implemented now. Market and technology must be matured or about to mature.
5. Try not to go to markets under spotlight. Crowded market means competition. You have to be exceptionally good to surpass your peers. Finding blue ocean is the key. E.g., mobile is too hot now. You'd better avoid it.
6. Salesmanship.
7. Put a lot of efforts on hiring the first few employees. That could either make a startup prosper or kill it...
8. Network effect.
9. You need domain knowledge to compete. Don't go to market you don't know much about. If you really want to do it, hire some body who knows it.
2008年4月17日星期四
It is not tomorrow, or the day after tomorrow. It is now..
Let me make it concise. Chief Scientist of Powerset, Ron Kaplan, went to Columbia to give a talk today. I also got a chance to chat with him privately. I was impressed by their technology (I would not go into detail here). Semantic Web is not tomorrow, or the day after tomorrow, it is today, it is now...
The rise of social networking, or the so-called Web 2.0 took off at around 2003, and takes five years to mature. Though there are still a lot of things to figure out, but players are established.
Semantic Web in 2008 is like Web 2.0 in 2002 - Products are launching, people are talking and exploring. If Web 2.0's pattern continue to hold, Semantic Web will mature in four - five years. 2012, that is probably the year when everything gets set up, and shuts the door for new entrants.
China is usually two to three years later than US. E.g., Baidu was founded in 2000, while Google was in 1998, and some other search players in US were even earlier. However, the competition is different today. Internet makes information flow much much faster. Within the next two years, I believe there would be companies in China starting to work on Semantic technologies. Few people in China today study serious Natural Language Processing, which is exactly like Information Retrieval (What search technology is called in computer science) was a few years ago. But a lot more people are monitoring the internet industry.
I am excited. I am nervous. Another war in the Internet is starting... There is also gonna be a battle ground in China. And this time, it will be a lot more intense. What will happen?? What should we do??
If you are interested in the whole spectrum of "Semantic Web", check out Spivack Nova, the CEO of Radar Network's blog.
Also check out Powerset's beta.
2008年3月24日星期一
Problem Solvers
High Tech Entreprenuers are problem solvers. I have listened to most episodes in Stanford Entrepreneurial Thought Leadership program, and this definition appeared again and again. Seasoned entrepreneurs see problems as opportunities and adopt systematic strategies to tackle them. Look at most revolutionary ideas, they all attempt to solve a burning problem. Google helps to search/organize huge amount of information on the web, otherwise it is a pain to browse through the directories. RSS pushes the information to the user automatically, otherwise it is a pain to hop from one blog to another. Graphical User Interface presents the information more vividly, otherwise it is a pain to read static dry texts ... The bigger the pain, the more significant the problem, the more attractive the business opportunity.
Problems could be even seen beyond the consumer level. What are the most urgent world problems today? Poverty, energy depletion, environment, religious conflict, deadly disease ... To name a few. These problems imply vast social and business benefit. Technologists who manage to solve these problems would become the next generation of legends. Internet was an example in the past, it solves the problem of global communication and raises up a new battle ground. However, problems on the Internet landscape are becoming incrementally smaller today. But in other fields, problems are pervasive. E.g., say environment. Environment issue is hot and will become hotter tomorrow. Telsa Motors attemps to solve this problem by rolling out electronic cars. Old solution, new technology, right timing and abundant social attention, bang! Potentially a phenomenal success story.
To be a problem solver is to promote a way of thinking. Start from the problems, analyze the opportunities, decompose the problems, and tackle the pieces one by one. To be a problem solver implicitly implies to carry more responsibility and tackle the difficulties for others. It is for the consumers; it is for the local ecosystem; it is for the country; and it is even for the world - if you live in the valley. There are plenty of problems in China today, the new generation of Chinese high tech entrepreneurs maybe should inherit from this spiritual root, and assume bigger responsibilities in the money-making mission statement. From a pragmatic perspective, it is "politically right" in China of assuming responsibilities.
Problems could be even seen beyond the consumer level. What are the most urgent world problems today? Poverty, energy depletion, environment, religious conflict, deadly disease ... To name a few. These problems imply vast social and business benefit. Technologists who manage to solve these problems would become the next generation of legends. Internet was an example in the past, it solves the problem of global communication and raises up a new battle ground. However, problems on the Internet landscape are becoming incrementally smaller today. But in other fields, problems are pervasive. E.g., say environment. Environment issue is hot and will become hotter tomorrow. Telsa Motors attemps to solve this problem by rolling out electronic cars. Old solution, new technology, right timing and abundant social attention, bang! Potentially a phenomenal success story.
To be a problem solver is to promote a way of thinking. Start from the problems, analyze the opportunities, decompose the problems, and tackle the pieces one by one. To be a problem solver implicitly implies to carry more responsibility and tackle the difficulties for others. It is for the consumers; it is for the local ecosystem; it is for the country; and it is even for the world - if you live in the valley. There are plenty of problems in China today, the new generation of Chinese high tech entrepreneurs maybe should inherit from this spiritual root, and assume bigger responsibilities in the money-making mission statement. From a pragmatic perspective, it is "politically right" in China of assuming responsibilities.
2008年3月21日星期五
Elements of Sustainable Companies (From Sequoia Capital)
Start-ups with these characteristics often foretells the success of a business and the likelihood of it becoming a sustainable, enduring company. We like to partner with companies that have:
Clarity of Purpose
Summarize the company’s business on the back of a business card.
Large Markets
Address existing markets poised for rapid growth or change. A market on the path to a $1B potential allows for error and time for real margins to develop.
Rich Customers
Target customers who will move fast and pay a premium for a unique offering.
Focus
Customers will only buy a simple product with a singular value proposition.
Pain Killers
Pick the one thing that is of burning importance to the customer then delight them with a compelling solution.
Think Differently
Constantly challenge conventional wisdom. Take the contrarian route. Create novel solutions. Outwit the competition.
Team DNA
A company’s DNA is set in the first 90 days. All team members are the smartest or most clever in their domain. “A” level founders attract an “A” level team.
Agility
Stealth and speed will usually help beat-out large companies.
Frugality
Focus spending on what’s critical. Spend only on the priorities and maximize profitability.
Inferno
Start with only a little money. It forces discipline and focus. A huge market with customers yearning for a product developed by great engineers requires very little firepower.
Start-ups with these characteristics often foretells the success of a business and the likelihood of it becoming a sustainable, enduring company. We like to partner with companies that have:
Clarity of Purpose
Summarize the company’s business on the back of a business card.
Large Markets
Address existing markets poised for rapid growth or change. A market on the path to a $1B potential allows for error and time for real margins to develop.
Rich Customers
Target customers who will move fast and pay a premium for a unique offering.
Focus
Customers will only buy a simple product with a singular value proposition.
Pain Killers
Pick the one thing that is of burning importance to the customer then delight them with a compelling solution.
Constantly challenge conventional wisdom. Take the contrarian route. Create novel solutions. Outwit the competition.
A company’s DNA is set in the first 90 days. All team members are the smartest or most clever in their domain. “A” level founders attract an “A” level team.
Stealth and speed will usually help beat-out large companies.
Focus spending on what’s critical. Spend only on the priorities and maximize profitability.
Start with only a little money. It forces discipline and focus. A huge market with customers yearning for a product developed by great engineers requires very little firepower.
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