Shared Tables

Shared Tables

This amusing but perhaps effective picture I saw in this tweet last month got some thoughts rolling.

We could all use some personal space in public. Especially in countries like India. Where the population, combined with the general lack of regard for other’s personal space can be quite a challenge. Growing up, I have been in several queues, where, people behind you are far too much in a hurry. So they stand next to you. In rare cases, they might even try to get ahead of you when you finally reach the counter. Or they’re peering over your shoulder, as you ask the bank teller something, or pay for your train ticket, or are about to place your food order.

But that said, have you ever been to a restaurant where you had to share a table with strangers? Where, if you walked in alone, or with two other people, you could only occupy that many seats at a table. Because other customers would sit in the remaining available seats. Or they would ask you to scootch over.

And did you feel an invasion of your privacy? Did it make you uncomfortable? Or did it make you think, ‘what the hell, it’s just for a snack, so why not go with it?’

There are a few such places in Bombay, that I visit from time to time.

I am still confused if these are times of personal space, or the conceding of personal space to technology…But while we’re in that confusion, I have found such restaurants to be something that keeps us social. Even if for the brief time we are there to gulp down a milkshake or eat a quick bite between legs of shopping.

At such tables, we finally notice other people, even if for a brief moment. Out of curiosity, we might even peep at what they’ve ordered, how they’ve dressed, or how they eat. Some of us might feel a mental nudge to eat faster, so as not to hold up others queuing up outside. We might be polite to pass on the menu to someone seated at the same table. Or pass the salt or a paper napkin. We might even start a conversation, or join in for a shared laugh about something funny that occurred.

Most importantly, we notice other human beings almost uninterrupted, for a brief moment in time. And it is without the invisible glass walls around us.Something that otherwise takes an accident or mishap or an argument for us to perhaps notice.

Some of us might also be inclined to be a little more civil, and less noisy than we ordinarily are.

But in all, I think such places do the opposite of what technology is doing for us humans. These places bring us closer.

Shared tables at one of the Sukh Sagar’s.

I’ve created a list of the few restaurants I have visited, that have the shared table format. Here’s the list.

If you have come across this kind of a format in your own city or country, or during your travels, you could enter details about it below, and I’ll update the list above. That way, perhaps with time, the list could provide us with details about shared table establishments in different parts of the world.

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If you run or manage a business, and innovation, strategy, problem-solving, customer experience or ideation are areas of interest, there are a few ways I can help. More about it here.

My book, ‘Design the Future’ is available as an Ebook on Amazon, and as paperbacks across leading online bookstores including Amazon &Flipkart. Do leave a review on Amazon once you’ve read it. Thanks!

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My 9 Step Version of the Design Thinking Process

My 9 Step Version of the Design Thinking Process

This post about my 9-step version of the design thinking process has been long overdue. It is already explained in my book, ‘Design the Future’, but I also wanted to share it here for those interested.

The five-step Stanford design thinking process is arguably the most popular process out there. I have however, come across numerous different processes or versions. Ranging from the 15-step Darden process that I was taught, to oversimplifications and misleading three-step processes I have come across.

In my interactions with managers, business leaders and even students, I found that while many were familiar with the Stanford or some other design thinking process, they did not quite understand it well enough. For instance, ‘empathy’ came across to them as something that is ‘just done’. Similar to how many people assume hearing is the same as listening. And seeing empathy as a step in the process gave many the impression that like a switch, it had to be turned on and then off, as one moved to the next step.

So, in an effort to simplify the design thinking process so more people may use it, I created my own version of the design thinking process based on my understanding of design thinking and experiences practicing it. I took the Stanford model, and hopefully improved it.

You need to remember that any design thinking process is a broad guideline. It is not like a military obstacle course that one must complete in a defined sequence. You might find yourself looping through a few steps multiple times. Or in some cases, depending on what the information or insight presents, you might find yourself back at the beginning; starting again with renewed understanding of the challenge.

Sherlock Holmes, in the series ‘Elementary,’ once tells Watson, “The danger with rule books, Watson, is that they offer the illusion that leading a moral life is a simple undertaking, that the world exists in black and white. Welcome to the grays.”

At least when it comes to areas such as creativity and drawing inspiration, remember there can never be stringent rules or guidelines.

My 9-step version of the design thinking process:

Shrutin Shetty - The 9 Step Design Thinking Process
My 9 Step version of the Design Thinking Process

Of the nine steps in the process, the first three are more underlying criteria than steps. Criteria that are critical to improving the chances of success on a project. Those three criteria are Humility, Empathy, and Intention. While these might seem obvious to the point of sounding stupid, they are often the most ignored aspects to a design-led process. More on that as we understand each step better.

After that come the more common steps of most design thinking processes. They are: Define – Empathize with Intent – Redefine – Ideate – Prototype – Test

Let’s look at the nine steps more closely:

Humility – The quality of having a modest or low view of one’s importance. Its relevance springs from the simple signal versus noise perspective. Our objectives as design thinkers is to maximize our understanding of user experiences and needs. Of those we want to innovate for, or whose problems or challenges we want to solve. That is the signal that is of utmost importance to us for innovating for them. Our views, opinions, and biases are the noise.

The moment you can bring yourself down to the level of a beginner or a learner, you put yourself in the backseat, and that’s when the end user or final beneficiary of your innovation will come into the limelight of your focus. Remember to start with humility.

Empathy – The ability to understand and share the feelings of another. Putting yourself in a live user-setting and observing and/ or interacting with users to get a better sense of what a problem or future opportunity might mean to them, how they deal with it, and so on. In conjunction with humility, it offers a good environment to capture user information.

Unlike what some methods might state, empathy (and humility as well as the next step, intention) are not steps in themselves. They should not be traits that you turn on and off depending on which stage of the design thinking process you are. It is also why, along with the intent, I have placed them at the base of the six-step process, to signify how the three traits always need to be ‘ON.’

Without being in a constant state of empathy, no real innovation is possible. And that will be the difference between a real design thinker or team creating an exceptional change, and people simply practicing it as a flavour of the times.

Intention – An intention is the larger thought and nudge to action for a change, that brings you to employ the design thinking process. You might wonder what the difference is, between humility, empathy, and intent.

As a business leader, humility will always help you spot customer or employee or other stakeholder needs and concerns. Empathy will let you better understand those needs and concerns. To get to the root causes of it. You might still choose not to do anything about it, because you don’t have the intention to. Contrarily, if you have the intention, but lack humility and empathy, it would mean that your objective or goal is not the right one.

Equipped with humility and empathy, but in the absence of any intent, a business leader will always spot improvement areas in his or her business. All they need then is to choose their intention – i.e., determine the direction of their effort, and get working on it.

Define – Here, we put the problem statement or opportunity statement in words. It is a starting point of sorts, to the primary design thinking process. Before interacting with user groups, this is a step where we broadly express what we think the problem or opportunity area might be. It could be how a client has described a problem, or, if we are helping a friend or industry colleague, it could be their description of the issue.

One key thing to remember with defining a problem or opportunity is to make it sound positive, irrespective of how grave or pointless the situation might seem. A lot of companies are prone to defining/ framing what hurts first. Their definition ends up being a problem statement which sounds grim. The disadvantage of doing this is that when you invite people to think of ideas, even as part of a brainstorming exercise, a grim-sounding problem statement stifles the thinking, and will hugely limit the number and quality of views that you receive.

On the contrary, if you turn your problem statement into an opportunity statement, people ideating will be in a positive mindset, and be more attuned to think of creative ideas. Try to notice the difference of mindsets the following two statements evoke. Read them more than once if necessary:

A Problem Statement: “How can we drastically reduce our after-sales service related expenses?”

An Opportunity Statement: “How can we redefine our service arm to be more relevant to customer needs, while not proving expensive for us?”

As Abraham Maslow once said, “if all you have is a hammer, everything looks like a nail.” Defining a challenge too negatively and very precisely might give you solutions that just create more problems of their own.

Empathize with intent – This is the fun phase, where you spend time observing actual users in their natural surroundings. See how they consume a product or service. How they interact. And you must do this in the subtlest way possible, even when you are interviewing or interacting with them. Especially if the process is delicate or embarrassing for the end-user, or if the user is introverted or are in some way intimidated by you and your team’s presence.

One important thing to remember in this phase is to be subjective with the empathy, but objective with what they share with you. If you have a subjective mindset when trying to find learnings, you might tend to get lost in a problem. And depending on the type of assignment, it might leave you either in disbelief, or maybe even depressed or an emotional wreck, depending on the kind of problem you are working to solve, as users expose you to severe difficulties or bitter experiences.

Instead, empathize with users as they walk you through their journey, experiences, feelings, and thoughts. But look at it from behind a glass wall when taking notes or drawing inspiration or conclusions from it. That way, your focus is not diverted by problems but instead stays focused on noting down those problems and possible thoughts, reasons, etc., that might spring to mind. The focus will help you then work towards getting rid of the problem, as opposed to being overwhelmed by it.

Redefine – After gathering user insights, we revisit our original definition with what we have learned. After enough information has been collected in the earlier stage, the team debriefs. The information is shared amongst team members without contaminating it with their inferences. That way, each member gets a clear sense of how things presently are.

Often, when tasked with solving a problem for someone, even when we have little or no information to go with, we are eager to get started with identifying potential solutions right-away. You might have seen this tendency in yourself and others (I tend to, from time to time), where someone mentions a problem, and without stopping to understand more, you start rattling possible causes or solutions.

That happens when we go with our definition of someone else’s problem. Which is why, after an initial definition, once we get a better understanding of it from actual people facing the problem (in the ’empathize with intent’ stage), we redefine the challenge more accurately, based on what we have learnt.

Ideate – This is the stage where designers would take the information they have gathered and use it as inputs that they put through a choice of design thinking tools. Tools including the brainstorming or versions of it, to contra-logic, worst-idea, brain-writing, trigger questions, changing perspectives, etc., and then use anchors, forced combinations and connections to come up with numerous ideas. The more ideas, the better, and the crazier the ideas; even better!

Prototype – Prototyping an innovative solution is akin to shaping a solution using two pairs of hands – your design team’s, and your users’. In the previous stage, you would have identified some potential ideas and possible directions regarding a solution. This is where you need end users to help you figure out what works for them, and what does not.

The objective of this stage is to be able to move rapidly towards a final solution, with minimum investment (as far as possible) on experiments towards refining potential solutions. The moment each prototype becomes too expensive and complicated, there is a tendency to either convince yourself and your team that it is a great solution (because of the effort that went into it. It is a cognitive bias called the IKEA effect).

Another possibility is that if you encounter a roadblock at this stage, your team or the top management might get easily demotivated and consider it a colossal failure, solely because your team spent a fortune building a prototype that user groups did not like or approve of.

Instead, make the most basic and low-cost but effective prototypes possible. Use anything from sheets of paper for story-boarding, to card paper or cardboard, Styrofoam and other craft supplies to work toward a final solution. Your objective with each prototype, is to test no more than one factor or variable you need clarity on. Test too many criteria, and the learning becomes unclear.

At workshops I conduct, I sometimes take my old letterheads for participants to use for discussions, sketching, or to make things out of.

It is only when everyone finds using anything lying around them as potential material for prototypes, is when prototyping will become far more prevalent. The same goes for ideating. If the materials you use are too fancy, you or your team might use it as an excuse to delay prototyping, or even ideating.

Which is also why, while a lot of design thinking workshops use post-its and put up pictures of it, few participants continue to use post-its to implement some of the tools they learnt. Because buying post-its is expensive and sometimes inconvenient. If you can’t make do with stuff already at your desk or around, the action gets delayed till you buy those supplies. Take this from someone who uses toothpaste or soap to write on the bathroom wall so that a potential idea does not disappear with the flowing water.

Test – Once you’ve completed the prototyping phase, you move on to testing. The significant difference between the two is that while prototyping was far greyer and also, the prototypes were far less expensive but required a slight stretch of the imagination by the user, the testing phase is that much more advanced, as it is that very close to the final product or service.

And unlike checking one feature at a time in the prototyping phase, here you are testing the product or service in its entirety, towards ironing out any features or poor service extensions that exist, by letting your users directly interact with the solution.

The first rule to keep in mind in the testing phase too is that your product or service is not final or finalized yet! There would still be some assumptions that your team would need to test. For instance, it is one thing to prototype with sketches or storyboards or even pretend mobile interfaces. Quite another to have end users interact with your store layout or theme park or mobile application.

Which is why we have the testing phase, where your team would help build almost-final solutions to test them in the hands of a closed group of stakeholders. It is great to have a select list of people who will evaluate your creation. That increases the focus and feedback capturing. And what you will be testing, are any assumptions that were earlier not tested, or that sprung up along the way with the increase in clarity.

It isn’t possible to overstate the amount of valuable, even critical insights that can be gained in the testing phase.

Testing is followed by eventually launching the product, service or change – once all assumptions and user hesitations have been factored in.

After you’ve gained more realistic insights from real users who interacted with your prototypes and brought you very close to a final solution that you by way of prototypes and then running exercises with them in the testing phase, you are finally onto an almost ready and well-refined answer.

Ideally, even after launch, the journey should be looked at like it is the making of a TV series. You’ve launched season 1 or 2, and it is doing well. But you need to check-in now and then as to how viewers are reacting and engaging with it. The bigger question in your mind always is, is there enough traction to demand a season 3, and if yes, would there be any significant changes needed (replacing actors, etc.) or is the show no longer relevant to its audiences. In which case, you then need to figure out what next. That way you are not going in blind with season 3, to later find out it lost its audience midway through the previous season itself.

One should remember that there is no perfect product, service, experience or solution to user needs or problems. And there are no runaway results promised by design thinking, the way some firms guarantee the ability to create viral videos. But yes, you always have a far greater chance of arriving at a product or service that people want or need by using design thinking, than by merely guessing or troubleshooting your way through.

Is it possible to Fall in Love with a Company?

Is it possible to fall in love with a company?

Not the kind where you are loyal to a company or brand or product line and refuse to buy anything else.But truly revere a company because of their values.

A few weeks ago, I was at the Indian Hotels company to meet a senior gentleman there. Unlike other companies, where either an assistant or the receptionist or some peon might walk you to a meeting room, this person came to the lobby to receive me.

I’m not particularly good with small talk, and almost always jump right to the point. However, I started this meeting differently. I told this person about a story a close friend’s son had shared recently. It went like this.

Many years ago, when my friend’s son was in school, the school bus would drop him off at Kemps Corner. They lived up Altamount Road, quite a steep walk up. Especially for this stocky boy with a big schoolbag, huffing his way up the road. And every once in a way, a Mercedes car would pull up, an old gentleman sitting in the back, would offer to drop him to his building. This boy would sit in front, next to the driver.

The old gentleman would ask some questions about how he liked school, etc. One evening, this boy decided to mention to his family at dinner, that he had been occasionally getting dropped home by a complete stranger. As he narrated the story and described the old gentleman, his granny smiled and said, “that man is J. R. D. Tata!”

For the uninitiated, Mr. J. R. D. Tata is arguably one of the greatest Indian businesspersons.

What’s more, when this boy grew up and shared this story on social media, it turned out that other people who lived in the area had similar stories of their own. It seemed that success didn’t create a divide between Mr. Tata and others, but rather, Mr. Tata chose to use his success to help those around in whichever way he could.

This gentleman at the Taj Group was thrilled to hear this story, but not completely surprised. I guess the values infused into the group are so strong, it’s not something they would struggle to believe.

Rewinding a bit to a little before this meeting of mine…. I reached the Indian Hotels office a little early. Restless as always, I was walking around, admiring the picturesque view of Bombay from the window beside the reception area. I then noticed pillar-like structures just behind where the receptionists stood. There were seven on one side, six on the other. And each one had a name and number etched in. I had a faint idea about what they were. But just to confirm, I walked up and asked the receptionist about them.

And indeed, they were in memory of their brave employees they lost during the 2008 terrorist attack. The last pillar on the right just had a name on it. ‘Lucy’, and no date. Turned out it was a pet of theirs, which was always outside the hotel.

The two stories were truly humbling. Even just a few more companies with the kind of humility, respect and values that the Tata Group of companies has, could truly transform the business ecosystem.

Perhaps it therefore comes as no surprise that the brave Taj employees did not try to escape during the attack. On the contrary, many of them displayed superhuman courage and presence of mind to do the unimaginable. The kitchen staff formed human shields as their guests tried to get out.

No amount of rules, threats, salary packages or incentives can get someone to do that. It is something much more. And has to come from within, but only when the ecosystem is right. It’s something very human. Something the world needs more of.

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If you own, manage or work at a company, and are grappling with a complex challenge or are in need of innovation for growth, get in touch. More here.

And you might find my book, ‘Design the Future’ interesting. It demystifies the mindset of Design Thinking. Ebook’s on Amazon, and paperbacks at leading online bookstores including Amazon & Flipkart.

Staying Power

CrystalPlanet: Staying Power

In the years after starting my strategy consulting practice, during one meeting with one of my mentors, he asked me how work was.

I said it was good, but had a lot of ups and downs. He said he was really glad that I was sticking with it.

He told me that decades ago, as one of the fastest growing leaders in one of India’s biggest conglomerates, he had once written in an article where he had mentioned a human trait. A trait that he wished more people had.

It was, what he called ‘staying power’. According to him, it is the ability for someone to know that there will always be ups and downs, and that when striving for something huge, one must have the ability to hold on through the storms. He said the few people who have it, always reach their goals.

I was recently invited to attend the Maharashtra Startup Week, where I was fortunate to attend two sessions by Bala Girisaballa. In one, he perfectly articulated an entrepreneurs journey. He said, ‘the journey for most entrepreneurs often comprises of spending 90% of their time in the dark (business uncertainty), and then there being a flash and the 10% of good times (or less tormenting times), which then takes the entrepreneur to the next 90% dark phase.’

If you think about it, a good life (one committed to striving for tough goals) should be the same too. Between seemingly impossible 90% challenges. For which we need our staying power.

A Poem for Design the Future

Ava and Dr. Jimmy Patell, dear friends of mine, were extremely kind to gift me a poem that they wrote about my book on design thinking, Design the Future.

The poem itself is more priceless to me than the book. Really humbling.

Here it is.

Design the Future, what does it portend
What does it say, what message does it send
Does it help Managers in their work place
Or a simple layman in his home space

How can the processes that evolve
A family’s day to day problems solve
Or is it just solely business tools
Being espoused in some management schools

Well to clear the mystery of it all
Shrutin Shetty has taken a call
And made things clear by writing a book
That may well become the subject’s handbook

Friends, it may help giving the book a read
It may assist you in your hour of need
Solve the problem before others do
And get credit that is due to you.

– Ava and Jimmy


If you haven’t picked up my book yet, you can use the code JIMAVA here for a 25% off on the paperback. Paperbacks are also available across leading online bookstores worldwide, and ebooks on Amazon and Kobo.
If you do buy the book, would appreciate a review on Amazon once you’ve read it.

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The Point of disapPOINTment

The Point of disapPOINTment

With our high hopes, we do face the occasional disappointment. Not getting that promotion you worked so hard for. Having to postpone a holiday because of some reason, or difficulty in scheduling a meeting because someone’s too busy. How do you deal with such disappointments?

Here’s something I have learnt that seems like a great idea.

If you don’t get that promotion you really put everything to get, try to recognize the people working for you who have been doing the same thing for you. And whose progress might have been unrecognized or not rewarded by you.

Had to delay a long overdue vacation? Find someone on your team who is long overdue for a break. And let them have it.

Finding it difficult to meet someone you really want to? Give in to meeting requests from others that you would otherwise perhaps have ignored.

And so on. Get the drift? You’d be more at peace. And that seems to be the point of disappointment. It is perhaps an external factor that brings your attention to something you might have otherwise left unnoticed.

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My book on design thinking titled ‘Design the Future‘ is out. If innovation, design thinking, problem-solving, human behaviour or ideation are areas of interest, am sure you will enjoy this book.
You can get your paperback copy via Amazon, Flipkart & Infibeam and some other popular online bookstores.
Would be great if you could leave a review on Amazon once you’ve read the book.

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The Stand-off called Life

The Stand-off called Life

Random musings.

Life, in some ways, is like a standoff with a wild animal.

You are puzzled, scared and unsure of its next move. So is the animal.

If you panic or succumb to your fears, it will pounce, attack, and possibly consume you. And fast.

On the other hand, if you can keep your sh!t together and stay calm, you might either cause it to run away, or kill it. Or better still, you might tame it.

Video contains violence. Viewer discretion advised.

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A Pad Idea!

A Pad Idea!
Once upon a time, there was is a man named Arunachalam Muruganantham from Coimbatore in India, who could not bear to see the discomfort and embarrassment that his wife had to go through, just to buy/ wear a sanitary pad / napkin. Risking even his very marriage, Arunachalam’s empathy and resolve lead him to research everything from material to pricing of sanitary pads. And after a long, unrelenting journey, he makes sanitary napkins that become the preferred and highly affordable alternative to what many rural and even urban women were used to for the longest time; cloth. This inspiring story of an Indian hero was recently depicted by way of a Bollywood movie, Padman.
Now consider some Hollywood movies inspired by real-life heroes. Erin Brockovich (played by Julia Roberts), Joy (Jennifer Lawrence starrer), Sully (featuring Tom Hanks), Argo (Ben Affleck playing the cool, brave Antonio J. Mendez of the CIA), etc., etc. Noticed anything in common?
The protagonist always bears the real name of the character it was inspired by. The way I see it, that helps real heroes get the recognition they deserve in their home countries, if not the world. And it helps the masses connect better with the name and great actions of that hero or changemaker. Of course, there are other movies loosely based on some real-world people. In which case, I agree that moviemakers would be wary of incurring the wrath of linked families. And therefore use fictional names. But why the same even with movies completely inspired by one, known person.
Bollywood has been notorious for decades, for being “inspired” by original content from the world over, and repackaging it for our audiences. To add to the plagiarism, is the unimaginative rehashed Bollywood classic songs that regularly make their way back to newer Bollywood movies. The least this multi-billion dollar industry that avoids imagination and innovation like the plague could do, is let real heroes have a share in the limelight. By using the person’s real name in the movie it is inspired by.
They did with Padman. And with Airlift. With Guru, among other movies.

Why do they do it? Are box office proceeds all they care about? Or is it some lawsuit they’re trying to avoid? Or do they want credit for the empathy, innovation and perseverance of another?

‘Arunachalam Muruganantham’ is a tough enough name even for Indians to remember, without it being portrayed by Akshay Kumar but bearing a completely different name. Giving a fictional name takes away the powerful connect it could create among the masses. And this movie could have been the perfect effort to make the real man a household name. To inspire many more such changemakers because of the direct connect to the real person it creates.

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Number Fifty-Four…The Bike with a Bamboo Core

Number Fifty-Four…

…The bike with a bamboo core!

What does it take for innovation to be possible? Simply, just the intention. You need to want it badly enough to make it possible.

I happened to see this online a long time ago. I am still in awe of it though. People in Ghana find themselves in unfavourable temperatures, with long distances to go, but with limited connectivity. But rather than endure, with some external help, they designed bicycles built with a bamboo frame. They could easily source the other parts, which were standard to regular bikes. This innovation however, helped build a bike at a fraction of the cost of the ones normally available.

And I’ve found that regular bikes these days, corrode easily, and require considerable maintenance. These bamboo bikes however, seem to be easier to maintain. They can also be built for different sizes and for different applications (carrier, etc.). A green, economical idea that addresses so many needs. In times of compulsive and impulsive purchases all over the world, this is just the kind of impressive and refreshing innovation the world needs.

Don’t miss the video at the end.

A standard bike: source

A bike with a carrier and a carrier support frame: source

Image: source

 

You can read more about it here: link

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What Inspires Your Startup?

Along their entrepreneurial journey, some entrepreneurs constantly think of better and simpler ways to describe their business. This is an evolutionary process, as their business model undergoes refinement. So, when they meet new people or investors, they can often quickly describe what their startup exactly does.

Then of course, there are others, who build their business identical to another already-successful startup. Or, their business model is similar to a successful startup in another domain.

While taking inspiration from innovative businesses is one thing, it is dangerous if you only look that far. It is amusing and unimaginative to hear things like, ‘my startup is an Uber in the ABC industry’. Or, ‘ours is an Airbnb’d Samsung.’ Wait what!

Or the fact that Ola has invested/committed a little fortune towards the acquisition of food delivery service Foodpanda’s India business from DeliveryHero to be able to compete with UberEats. While Uber would have understood (hopefully) a customer need, and worked to build it into their business model and possibly the very soul of what they do, seems like Ola simply reacted and followed suit. Something that could prove disastrous in the long term, considering all the financial burden Ola already bears.

But there is a deeper concern. While your business or the revenue model takes inspiration off of another business, it can lead to a short-sighted strategy approach. Because your focus remains that startup or company you take inspiration from. You might not have much of an idea about where that company is getting is inspiration from, and therefore innovating toward.

For instance, am sure a lot of startups must have taken inspiration of some sort or the other, from Netflix, a visionary entertainment company. But who would have guessed, till when its co-founder and CEO, Reed Hastings announced that Netflix doesn’t exactly compete with the likes of Amazon, but rather with with their customers in general, and specifically with their customer’s sleep. How cool was that!

Which means Netflix has far greater clarity on present and future strategy, compared to companies who are simply modeling their growth strategy based on what they see or read about Netflix.

It completely transforms how you see the customer and therefore, how you evolve and grow. Better than being reactive with something like, “Prime’s launching a show around XYZ, what can we do ASAP!”

What inspires your startup?

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