1. Motivation:
Discovering good ideas for entrepreneurship starts with solving your own immediate problem first. Among successful entrepreneurs, there are plenty of cases of those who founded a company to solve their own pressing problem and succeeded. Kevin Systrom, CEO of Instagram, the photo-sharing service beloved around the world, and co-founder Mike Krieger are a prime example. They conceived a service that would make it easier to share photos from their own phones and to dress them up with various colors and filter effects—that is how Instagram was born. Not only them: Pierre Omidyar, founder of the global shopping site eBay, started eBay with the idea of selling, via the internet, a laser pointer he found too wasteful to throw away or give away.
Statistics show that among successful founders, those over 50 outnumber those under 25 by about two to one. In other words, the common refrain of 'youth and drive' alone is not the secret of a successful founding, and ideas for a business are not unearthed through academics or surveys/market research. (Excerpted from a Venture Square article)
2. Behavior: I am skeptical. The odds are favorable. But I simply do not judge based on 'they say so' hearsay that I have not experienced myself.
In the short term we regret broken romantic relationships; in the long term we regret romantic relationships we let slip.
To summarize, psychologically, when the same outcome is given, people feel heavier psychological burden and regret when the choice was made autonomously versus not. For example, when a bus accident happens, we pity more the passenger who happened to board because of a last-minute schedule change than the passenger who was originally on the bus.
This is not limited to personal matters; it is also something to consider in running organizations or companies.
With the above as context,
I started with the parts I could improve by myself. I created a year-by-year progress table. It aggregates by year, month, revenue type, period, quarter, region, sales amount, and announcement type, so that the whole team can perceive what is controllable and what is external situation.
Then I expanded into areas that can proceed on the back of small cooperation. Like giving blood, I wanted to start with a screen capture of each team member's smartphone wallpaper.
In the case of an organization that has earned revenue from agency work for decades with all kinds of stories, even if there is a will to launch a new service, it can be extremely hard to change the problem-solving process, or to do user research and analysis, or even to understand one's own measuring stick and the limits of one's capability. Moreover, self-determining direction and scope for task-execution-standard production activity can be as dangerous as a child letting go of a parent's hand while crossing to a busy street.
However well an agency earns, we need the recognition that operating our own revenue model (service) and being good at outsourced work are completely different problems. This is not a matter of level, rank, or nobility. It is simply a matter of domain and of being.
That said, you cannot kill will or merely fan it without experiencing anything, so we need diverse attempts and experiences that can be validated from where we stand.
Of course, the point of screen captures is not simply to obtain statistics on app trends or popular apps. Just because we are an IT agency does not mean our own service must be an app. What we want is the chance to analyze individual Needs by situation. (Not wants.)
The initial user analysis fields are region 1, region 2, gender, age, hobbies, after-work, weekends, dating, marriage, children, occupation, years of experience, and means of transportation. And we want the chance to understand what apps people use in each situation and the ultimate needs behind those wants (the apps used out of need).
