I’ve always been a big proponent that you make time for the things and people that matter. Sounds simple, right? Then, why do so many not implement this better in their lives? Let me take a moment to recognize this more explicitly.
I touched on Laura Vanderkam’s TED Talk “How to Gain Control of Your Free Time” in last week’s post. In it, she shares a story of a woman who had a leak in her home. Coordinating with plumbers, and getting everything resolved, the woman estimated that it probably took seven hours of attention. That’s seven hours of “stuff” the woman hadn’t planned on doing. If you were to ask her (or most anyone) to find seven hours in the week before, she’d have told you, “heck, no, I don’t have seven hours. I’m busy!”
I was thinking of Laura’s talk in conjunction with Jacob Christensen’s How Will You Measure Your Life. Specifically, I’m aligning “making time” with Christensen’s Resources-Processes-Priorities framework. We make (process) time (resources) for the things th…
Not sure why, but I have only recently heard of a term
called “Vertical SaaS”. Okay, there’s also “Horizontal SaaS”, too. Based on
some light research, looks like vertical SaaS is also a growing trend and the
number of companies fewer than horizontal SaaS providers.
Vertical SaaS borrows its moniker from the concept of vertical integration
whereby there is more control over a supply chain from raw materials to
point-of-sale. Here, vertical SaaS companies focus on a niche market (industry)
offering a solution that enables more process control.
Horizontal SaaS providers get really good at a particular
offering, and widen their market to reach scale. Their focus is on breadth of
market, and thus, its sales and marketing strategies can require more
Many vertical SaaS companies (such as Veeva Systems, Guidewire, Fleetmatics) are doing well usurping legacy
systems of traditionally slow-tech-adoption industries. Here, vertical
companies develop a best-of-breed product, and focu…
On my recent Delta flight, I read an interesting leadership
article in Delta’s Sky magazine – the feature piece being an
interview of two of the NCAA’s most successful coaches – Coach MikeKrzyzewski (Coach “K”) of Duke’s men’s basketball team and Coach Urban Meyer of
Ohio State football with five and three national championships, respectively.
Given these two coaches’ storied careers, their leadership
has incredible sustainability. Here are my take-aways from the article: Both coaches took leave of absences in their
careers due to medical concerns. Their successes cultivated deeper motivations
to win exacting significant physical, mental, social, and emotional tolls.
After stepping away, however, each returned to coaching posts to continue
winning ways, but implemented mechanisms and understanding to keep themselves
in check. Take-away: To operate in peak
form like their respective teams, leaders, too, need to ensure
self-maintenance.The interviewer asked the coaches about social