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Technology Giveth—and Technology Taketh Away

Twenty-five years ago, a young man graduated from high school and began working in the forest industry. It was honest, physically demanding work that seemed capable of providing him with a secure future. Then an injury made it impossible for him to continue. At almost any other point in history, that injury might have permanently narrowed his prospects. But this was the beginning of the Internet age. Governments were investing in technology training to prepare people for what was being called the new economy. He enrolled in a basic programming course and discovered an extraordinary aptitude for technology. Soon afterward, he joined a small software startup. It was the sort of company where everyone did more than their job description. There were systems to design, problems to solve and applications to build—often with limited resources and no roadmap. He became one of the company’s most valuable contributors. He was not

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Design Your Time Before Others Do

Most entrepreneurs do not have a time-management problem. They have an attention-management problem. There will always be more tasks, requests, meetings, and opportunities than one

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The Dangerous Lie Business Owners Tell Themselves About Success

Luck and execution are not enemies. They are partners. But let’s be clear: execution is the senior partner. Luck may get invited to the boardroom, but execution owns the building, signs the cheques, and knows where the bodies are buried. In Thinking, Fast and Slow, Daniel Kahneman argues that extreme

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Raising Money in Uncertain Times

For the most part, venture funding has been robust over the last ten years, the best since the dot.com boom of the late 1990s. This latest boom was driven by the unusually high valuations for tech startups doing seed rounds and initial public offerings. Profitability was not the objective; instead,

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