ReWork Buchzusammenfassung - das Wichtigste aus ReWork

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Zusammenfassung von ReWork

Name: ReWork
Rating: 4.6 (219 reviews)
Author: Jason Fried and David Heinemeier Hansson

Jason Fried and David Heinemeier Hansson

Unorthodox advice for growing companies

4.6 (219 Bewertungen)

19 Min.

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Scrum & Agiles Arbeiten Gründergeschichten Arbeitskultur Start-Ups Kleine Unternehmen

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ReWork
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Kernaussage 1 von 10

You need less than you think to start your own company – launch as soon as the core of your business is ready.

Founding your own business has never been easier than today. If you start small, you need far less time and resources than you imagine.

First, test the waters: don’t quit your day job to slave 100-hour weeks, but rather gauge your enthusiasm by squeezing in a few hours each week to work on your idea. You don’t need to take on crippling amounts of debt either; just use whatever facilities and equipment you have at your disposal or can easily afford. Only use external investment as a last resort, as it will not only dilute your stake in the idea but the process of looking for funding is time-consuming and distracting. In most cases, all you need is a laptop and an idea to get started; everything else is peripheral to your success anyway.

When starting your company, focus all your efforts on building the core of your business. Without this core, your business cannot function. For example, hotdogs are the core of a hotdog cart operation. The core should be something you think will be stable in time. Amazon’s core isn’t only about books; it’s about fast shipping, affordable prices and a great selection. Publishing fads come and go, but these are things people will always be willing to pay for.

Once your core is ready, launch immediately. Don’t wait for every aspect of the business to be fully complete. You can work out the details later. When 37signals launched its Basecamp product, they could not even bill customers yet. But with the monthly billing cycle, they knew they had four weeks to fix the issue. Just get started and wing it.

You need less than you think to start your own company – launch as soon as the core of your business is ready.

Make a stand for something you care about.

The only way you can attain the sense of urgency and devotion that running a successful company requires is by doing something that matters to you. If you’re going to do something, make it something you can be proud of.

Some people start their business with an exit in mind from day one. This is the equivalent of entering a relationship with the aim of breaking up – absurd. Just like a relationship, running a business should be based on commitment and passion rather than the willingness to sell out at any moment.

Make your product inimitable so that you can share everything you know.

If your company is successful, others will try to copy it. Your only defense is to make your product inimitable by injecting it with what is unique about you.

For example, Zappos CEO Tony Hsieh is so obsessed with customer service that he decided to make it the guiding ethos of his company. While competing shoe stores can sell the same sneakers as Zappos, they cannot imitate this utter devotion to good customer service.

Relish the good sides of being small, but don’t forget you are running a business.

Many small start-ups long for mass and greater recognition, but bigger is not always better. Consider elite schools like Harvard and Cambridge. Do you think they aim to expand their campuses all over the world, educating hundreds of thousands of people annually? Unlikely. Instead, they are comfortable being the size they are, as should you.

For example, having less mass and being off the media radar allows you to experiment with your business without potential screw-ups being publicized. Just like Broadway musicals are first tested in smaller cities before reaching New York, you too should take advantage of your obscurity in the beginning to experiment with different ideas and processes.

Less is more – start saying no and keep your product lean.

When chef Gordon Ramsay fixes ailing restaurants in his TV show, Kitchen Nightmares, he always starts the process the same way: by cutting out around two thirds of the menu items.

Similarly, when you run into problems with your product, consider cutting features from it. If you want to make something great, you need to chisel away stuff that is merely good. In fact, embrace your constraints. Just like Ernest Hemingway wrote Nobel-winning fiction with very sparse language, you too can make a great product or service with very few features.

Don’t emulate big corporations in your marketing and communications – be honest, personal and nimble.

There’s nothing wrong with having communications that reflect the true size of your company. Be proud that your small size lets you communicate frankly, contrary to the meaningless jargon-filled press releases of big corporations. For example, don’t talk about how “transparency is a corner stone of your communications strategy,” when you could just say you’re honest.

Advertising and active marketing are expensive ways to connect with customers. Instead, build an audience by sharing information that they value and willingly come back for. This way you will get their attention without paying a dime.

Create an environment where people manage themselves and communicate with each other honestly.

If you treat your team like children, they will act accordingly, and you will need to spend half your time managing them and making decisions on their behalf. Your team will quickly turn into non-thinkers and non-doers, and end up costing you a lot of time and effort while accomplishing very little.

What you need are employees who can manage themselves, and such individuals only thrive in working environments where they are given trust, responsibility and autonomy.

Don’t over-plan – stay agile with quick and flexible decisions.

As a small company, one of the key advantages you have over your larger competitors is your ability to make quick decisions without getting bogged down in bureaucracy. Start saying, “Let’s make a decision,” instead of, “Let’s think about it.” Don’t look for a perfect solution; get to good enough quickly and keep moving.

Don’t over-analyze or over-plan. Unless you have a crystal ball, estimating and planning are basically guesswork anyway. If you start assuming your plans are correct and following them blindly, you lose your ability to improvise, which is downright dangerous.

Productivity doesn’t follow from long hours, but rather from focused work and quick wins.

Many people equate productivity with working long hours, when actually the opposite is true. The best employees have busy lives outside of work so they work hard to leave at five o’clock. Workaholics who stay late can even hurt the overall productivity of an organization by making non-workaholics feel guilty and less motivated.

The way to maintain high productivity at work starts by stripping away interruptions that break people’s concentration. Ensure your team has some designated time during the day or week when there are no interruptions.

Hire people only when absolutely necessary, and forget about resumes – trust your instincts.

Some companies are addicted to hiring people. They find someone great and decide to hire her, even without a specific job or title in mind. This is where trouble starts.

When you hire someone, it should only be to solve an acute problem that is causing your company immense pain. Keeping your team lean for as long as possible will force you to adopt time-saving practices and an efficiency ethos, whereas hiring unnecessary people, no matter how great they are, will just lead to frustration and the creation of unimportant, artificial work to keep them busy.

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Worum geht es in ReWork?

Rework (2010) throws out the traditional notions of what it takes to run a business and offers a collection of unorthodox advice, ranging from productivity to communication and product development.

These lessons are based on the authors’ own experiences in building, running and growing their company to a point where it generates millions of dollars in profits annually.

Wer ReWork lesen sollte

Anyone who has ever considered starting their own company
Anyone interested in what work should be like in the 21st century
Anyone trying to create an environment of productivity

Über den Autor

Jason Fried is one of the original founders of 37signals, a web development company that offers simple yet powerful collaboration tools.

David Heinemeier Hansson is a partner at the same company, and the creator of the popular Ruby on Rails programming framework, which powers not only 37signals’ products but also Twitter, Hulu and thousands of other web services.

The duo’s previous book Getting Real was also a bestseller.

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