Organic Startup Ideas
http://www.paulgraham.com/organic.html

One thing I like about this text is its tone. There’s an honesty, an ingenuity that I find rare in this type of writing.

• startup ideas
  • The background is important, in terms of the type of ideas about which we’re constructing something.
• what do you wish someone would make for you?
  • My own itch has to do with Diigo, actually. There’s a lot I wish Diigo would make for me. I may be perceived as an annoyance, but I think my wishlist may lead to something bigger and possibly quite successful.
  • The difference between this question and the “scratch your own itch” principle seems significant, and this distinction may have some implications in terms of success: we’re already talking about others, not just running ideas in our own head.
• what do you wish someone would make for you?
  • It’s somewhat different from the well-known “scratch your own itch” principle. In this difference might be located something significant. In a way, part of the potential for this version to lead to success comes from the fact that it’s already connected with others, instead of being about running ideas in your own mind.
• grow organically
  • The core topic of the piece, put in a comparative context. The comparison isn’t the one people tend to make and one may argue about the examples used. But the concept of organic ideas is fascinating and inspiring.
• you decide, from afar,
  • What we call, in anthropology, the “armchair” approach. Also known as “backbenching.” For this to work, you need to have a deep knowledge of the situation, which is part of the point in this piece. Nice that it’s not demonizing this position but putting it in context.
• Apple
  was the first type
  • One might argue that it was a hybrid case. Although, it does sound like the very beginnings of Apple weren’t about “thinking from afar.”
• class of users other than you
  • Since developers are part of a very specific “class” of people, this isn’t insignificant a way to phrase this.
• They still rely on this principle today, incidentally.
  The iPhone is the phone Steve Jobs wants.
  • Apple tends to be perceived in a different light. According to many people, it’s the “textbook example” of a company where decisions are made without concerns for what people need. “Steve Jobs uses a top-down approach,” “They don’t even use focus groups,” “They don’t let me use their tools the way I want to use them.” But we’re not talking about the same distinction between top-down and bottom-up. Though “organic ideas” seem to imply that it’s a grassroots/bottom-up phenomenon, the core distinction isn’t about the origin of the ideas (from the “top,” in both cases) but on the reasoning behind these ideas.
• We didn’t need this software ourselves.
  • Sounds partly like a disclaimer but this approach is quite common and “there’s nothing wrong with it.”
• comparatively old
  • Age and life experience make for an interesting angle. It’s not that this strategy needs people of a specific age to work. It’s that there’s a connection between one’s experience and the way things may pan out.
• There is no sharp line between the two types of ideas,
  • Those in the “engineering worldview” might go nuts, at this point. I can hear the claims of “hand waving.” But we’re talking about something complex, here, not a merely complicated problem.
• Apple type
  • One thing to note in the three examples here: they’re all made by pairs of guys. Jobs and Woz, Gates and Allen, Page and Brin. In many cases, the formula might be that one guy (or gal, one wishes) comes up with ideas knowing that the other can implement them. Again, it’s about getting somebody else to build it for you, not about scratching your own itch.
• Bill Gates was writing something he would use
  • Again, Gates may not be the most obvious example, since he’s mostly known for another approach. It’s not inaccurate to say he was solving his own problem, at the time, but it may not be that convincing as an example.
• Larry and Sergey when they wrote the first versions of Google.
  • Although, the inception of the original ideas was academic in context. They weren’t solving a search problem or thinking about monetization. They were discovering the power of CitationRank.
• generally preferable
  • Nicely relativistic.
• It takes experience
  to predict what other people will want.
  • And possibly a lot more. Interesting that he doesn’t mention empirical data.
• young founders
  • They sound like a fascinating group to observe. They do wonders when they open up to others, but they seem to have a tendency to impose their worldviews.
• I’d encourage you to focus initially on organic ideas
  • Now, this advice sounds more like the “scratch your own itch” advocation. But there’s a key difference in that it’s stated as part of a broader process. It’s more of a “walk before you run” or “do your homework” piece of advice, not a “you can’t come up with good ideas if you just think about how people will use your tool.”
• missing or broken
  • It can cover a lot, but it’s couched in terms of the typical “problem-solving” approach at the centre of the engineering worldview. Since we’re talking about developing tools, it makes sense. But there could be a broader version, admitting for dreams, inspiration, aspiration. Not necessarily of the “what would make you happy?” kind, although there’s a lot to be said about happiness and imagination. You’re brainstorming, here.
• immediate answers
  • Which might imply that there’s a second step. If you keep asking yourself the same question, you may be able to get a very large number of ideas. The second step could be to prioritize them but I prefer “outlining” as a process: you shuffle things together and you group some ideas to get one which covers several. What’s common between your need for a simpler way to code on the Altair and your values? Why do you care so much about algorithms instead of human encoding?
• You may need to stand outside yourself a bit to see brokenness
  • Ah, yes! “Taking a step back,” “distancing yourself,” “seeing the forest for the trees”… A core dimension of the ethnographic approach and the need for a back-and-forth between “inside” and “outside.” There’s a reflexive component in this “being an outsider to yourself.” It’s not only psychological, it’s a way to get into the social, which can lead to broader success if it’s indeed not just about scratching your own itch.
• get used to it and take it for granted
  • That’s enculturation, to you. When you do things a certain way simply because “we’ve always done them that way,” you may not create these organic ideas. But it’s a fine way to do your work. Asking yourself important questions about what’s wrong with your situation works well in terms of getting new ideas. But, sometimes, you need to get some work done.
• a Facebook
  • Yet another recontextualized example. Zuckerberg wasn’t trying to solve that specific brokenness, as far as we know. But Facebook became part of what it is when Zuck began scratching that itch.
• organic startup ideas usually don’t
  seem like startup ideas at first
  • Which gets us to the pivotal importance of working with others. Per this article, VCs and “angel investors,” probably. But, in the case of some of cases cited, those we tend to forget, like Paul Allen, Narendra, and the Winklevosses.
• end up making
  something of value to a lot of people
  • Trial and error, it’s an iterative process. So you must recognize errors quickly and not invest too much effort in a specific brokenness. Part of this requires maturity.
• something
  other people dismiss as a toy
  • The passage on which Gruber focused and an interesting tidbit. Not that central, come to think of it. But it’s important to note that people’s dismissive attitude may be misled, that “toys” may hide tools, that it’s probably a good idea not to take all feedback to heart…
• At this point, when someone comes to us with
  something that users like but that we could envision forum trolls
  dismissing as a toy, it makes us especially likely to invest.
• the best source of organic ones
  • Especially to investors. Potentially self-serving… in a useful way.
• they’re at the forefront of technology
  • That part I would dispute, actually. Unless we talk about a specific subgroup of young founders and a specific set of tools. Young founders tend to be oblivious to a large field in technology, including social tools.
• they’re in a position to discover
  valuable types of fixable brokenness first
  • The focus on fixable brokenness makes sense if we’re thinking exclusively through the engineering worldview, but it’s at the centre of some failures like the Google Buzz launch.
• you still have to work hard
  • Of the “inspiration shouldn’t make use forget perspiration” kind. Makes for a more thoughtful approach than the frequent “all you need to do…” claims.
• I’d encourage anyone
  starting a startup to become one of its users, however unnatural it
  seems.
  • Not merely an argument for dogfooding. It’s deeper than that. Googloids probably use Google tools but they didn’t actually become users. They’re beta testers with a strong background in troubleshooting. Not the best way to figure out what users really want or how the tool will ultimately fail.
• It’s hard to compete directly with open source software
  • Open Source as competition isn’t new as a concept, but it takes time to seep in.
• there has to be some part
  you can charge for
  • The breach through which old-school “business models” enter with little attention paid to everything else. To the extent that much of the whole piece might crumble from pressure built up by the “beancounter” worldview. Good thing he acknowledges it.