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How I Burned 10 Million Dollars So You Don’t Have To. In February, my startup (Twenty20) employed 35 people. We had a board-approved plan to scale to 85 by the end of the year. As of July, we were at 55, and well on our way. Now, four months later, our team size is 12. 
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Scoop.it!
Some tough news: Buffer has made 10 layoffs, 11% of the team. We want to share openly how we got here, the financial details and how we’re moving forward.
Farid Mheir's insight:
A great read on how digital economy startups are doing things differently by sharing everything from revenues to salaries to how they are hiring and firing people. A great source of inspiration for anyone that ever had a startup and needed to take tough decisions.
Scoop.it!
From
qz
The problem Warby Parker faced was not unusual nor particularly complicated: How could the trendy eyewear company make better use of its computer programmers’ time? To solve that mundane quandary, the company could have hired an outside consultant, or reorganized its engineering department. Instead, Warby Parker did something radical: It let its employees decide.
Farid Mheir's insight:
The article describes the process and its benefits to the company and its employees.
WHY THIS IS IMPORTANT Digital transformation let's companies change the way they have been doing things for years. This Warby Parker experiment is one example and there are many others in the startup and small business areas. However, large organizations have remained more traditional: why not consider your department or business unit as a small business or startup and start experimenting with ideas like this one or others?
Get inspiration in the following posts: - Buffer's transparency dashboard: Public salaries, equity and more: http://sco.lt/7sEunJ - How Google Sets Goals: Inside Buffer's Experiment with OKRs: http://sco.lt/85GzCr
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Curated by Farid Mheir
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WHY THIS IS IMPORTANT
I love those stories because they are real-life, pragmatic, and reflect the reality of startups. Should be true not only for startups but intrapreneurs and small groups that burst into life in larger organizations. Lesson to learn: don't grow until you know your business model. Also: self-service is good. Must read to give you confidence, hope and also scare you a little.