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Selective Comparisons

If you tell someone who is into personal improvement that you compare yourself with others, his kneejerk reaction will be to tell you not to. This advice comes with no contemplation, and is offered because it sounds so noble that no one argues with it-- except for me. I think that it's valuable to compare yourself with others, if it's done habitually and strategically.

On a daily basis I internally compare myself to people less fortunate than myself as a way of remembering how incredibly lucky I am. I'd like to think that I'm responsible for the good in my life, but at the same time I know that if I was born in Liberia when it was caught in civil war, my life would have been far worse. While some comparisons may serve to pat myself on the back, mostly I gain appreciation for the opportunities that have been presented to me, and am reminded how important it is to seize them.

This is the only way in which I compare myself to those I don't envy. I don't rest on my laurels because I feel as though I've exceeded some people's accomplishments in some areas. I filter out those comparisons, and only derive gratitude.

The Secrets Behind Spotify's Product Success

On DROdio

I ran across a fantastic PDF on HackerNews by Henrik Kniberg that pulls back the covers on How Spotify Builds Products. It's such a good article -- and so different how many companies actually execute on building products -- that I wanted to highlight a few of the best parts.

Firstly, Spotify starts with a a strong, concise vision (with a singular focus): "Spotify’s vision is to bring you the right music for every moment." This has proven to be a fantastic guide as they iterate on their platform. In a similar way to Dropbox, which I described recently, everything Spotify does furthers that singular vision -- every new feature, every performance enhancement. "Starting as a music player a few years ago, their products are now evolving into a ubiquitous platform for discovering new music and connecting artists with their fans directly." This allows Spotify to expend all its energy on optimizing for product/market fit around that vision, and that's what creates tremendous shareholder value in product companies.

The article sets up, in simple terms, the product prioritization dilemma that trips many companies:

"Here’s the paradox though: Successful companies like Spotify only want to deliver products that people love. But they don’t know if people love it until they’ve delivered it. So how do they do it?"

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