The higher your rank, the more fundamental your instructions should be. Use the Pyramid of Purpose to ensure you get involved at the right level.

Companies go into the world stating that their vision is to "Inspire the world, create the future" or other such vacuous gibberish. Why is that?

Discover the simple way to make your employees less productive and resentful of your management: just don’t worry about the vision!

Every action in a company should be anchored on its purpose. Skip this exercise at the cost of employee alienation, micromanagement, and general unhappiness.

Data can help you make some decisions, but most are beyond data's reach - and these happen to be the most important ones

All companies claim to have a vision, but it is often too generic to be up to its tasks. Here's how to identify if this is the case for yours.

Almost all companies have a vision, but it isn't always designed effectively to fulfill its purpose. Here's how to test and improve yours.

Some companies' visions can sound counterintuitive, impossible, or even dumb. You should strive for yours to be this way. Here's why.

Your company vision is a bet on the future. As such, it is bound to be wrong. And yet, it is critical to have one and to believe in it. Here is why.

Good ideas are commonplace. Good ideas that look terrible are rarer, but they are where the real value is: that's what your competitors are overlooking

Many companies get stalled by indecision when faced with lots of options. This can be fatal - but there are simple tools to get you out of that logjam.

In most companies, product discussions are about features. But features are bricks in a wall, a means to an end. What matters is what you build with them.

Most successful startups had near-death experiences. When listening to them, we should keep in mind that luck played a role in their success.

Ever feel like you're doing stuff and yet not moving forward? Dwight Eisenhower has tips to help get out of that situation.

For anyone thinking of starting a company, Paul Graham’s essays are must reads. Here is a list of my favorite ones, with some key insights.

The propagation of a product, an idea, or a disease, follows a well-defined trend. For startuppers, understanding it gives an edge when working to maximize growth.

In startups as in poker, it’s all about knowing when to fold, call or raise. Even if startuppers don’t use these words, the world of poker has a lot to teach us.

In a tightening venture capital landscape, startups may be tempted to accept less-than-favorable terms. Watch out: this could mean trouble for your company. Here is why, with some examples from my own experience.

In most cases, what we call “vision” is actually the myth: a rationalization made after the fact of what a company did in its past, that brought it where it is today. The difference matters, and helps understand why a vision can become a dangerous thing.

Many companies are looking to expand to new markets, industries or geographies. If you're a startup, you shouldn't be doing that. Here's why