5 Cost Drivers To Help You Make Accurate Expense Projections by Ken Kaufmann

You’ve created an amazing forecast of your sales, month-by-month, for the next five years. You’ve got a good handle on your variable expenses, so you can give a good projection of how much money you are going to have left after you sell your products and services to cover your overhead, or Selling, General, and Administrative (SG&A) expenses. Better yet, your forecast predicts that you’ll have some left over as profit.


Why the Best Innovations Are Incremental, Not Monumental by Gabor George Burt

Innovation is a vital ingredient for the sustainability of any organization, especially during these fast-changing times. If you don’t continuously re-imagine what you offer, you are in danger of quickly becoming obsolete. But what sort of innovation should you pursue? Moreover, do you need to invent something completely new in order to innovate, or is there a more practical path?

Many of the most successful innovations were not brought about by outright inventions but rather by reconfiguring existing technologies. They represent a refreshing shortcut for today’s businesses.


Will Innovation Solve All Our Problems? By Bob Hobcraft

This week the European commission issued its Innovation Union Competitive Report, it is long, detailed but thankfully has an executive summary. Start here. The upshot of the report, the headline is “Europe’s innovation emergency”. Innovation performance needs major improvements in many areas if (note if) the Europe 2020 strategy is to deliver on its promises. I don’t want to sound cynical but I just get the feeling of “no chance” will we deliver on the promises with where we are and what is facing us.


Innovation Matrix Reloaded by Tim Castelle

Since I put the Innovation Matrix together last year, we’ve been experimenting with it to see if it makes sense. I’ve used it in a couple of classes, and John and I have discussed it with a number of people that are actually responsible for innovation within their organizations. We’ve learned that the basic principle seems to resonate pretty strongly with people. We’ve also learned that the original configuration could use a bit of work (conversations withMark Dodgson and Kate Morrison also helped in this regard).


My Angel Investor Checklist by James Altucher

Due diligence checklist
– Talk to CEO
– Talk to heads of sales in each region
– Talk to customers
– Talk to end users (since sometimes the customers are resellers) 
– Do background checks on CEO, CFO, heads of sales 
– Talk to all of the other investors 

Although my general rule of thumb is, I don’t want to have any meetings. You know the secret to a quick meeting? No chairs and no donuts. Even quicker? Just use the phone and stay at home. That’s my meeting of preference. With the above checklist I actually think angel investors have a strong edge over “professional” venture capital investors. They have a strong network but good angels have a strong network too (particularly with the rise of companies like AngelList). And if you follow rule No. 1 and piggyback with the best venture capitalists, then it’s the best of every world. And look, the more VCs who make money, the more I will. On top of that, I hope to God we have a pretty strong bubble. Go Groupon!

My Angel Investor Checklist

Leadership and Mentoring by Mike Myatt

Leadership and mentoring go hand-in-hand. In fact, this is so much the case that I don’t believe a person qualifies as a leader unless they are a mentor. If you accept this premise as correct, then why is it that so many in positions of leadership fall woefully short in successfully transferring the benefits of their wisdom and experience to others? To the chagrin of many reading this post, I believe there is regrettably all too often a difference between someone who holds a leadership position, and that of a mature, effective leader. In the text that follows, I’ll share a few thoughts on not only the benefits of mentoring, but how to do it effectively.


How To Calculate The Size Of Your Sales Force by Mike Periu

If you grow your sales force too quickly it can be a huge problem. For starters, you may not have the expertise to manage it, and there may not be an established market or sales process in place for them to follow—leading to wasted time and money. It can also lead to frustration and disenchantment, which sooner or later morphs into high turnover.