I have always been suspicious of business practice applied to church, but as I go on I tend to find that most of the corporate thinking which makes its way to church is already outdated in the corporate world. I found some good words of wisdom in this article from O’Reilly.
Start with nothing, and have nothing for as long as possible — small budgets give big focus. Don’t go out and raise a ton of money right away. Instead, give yourself just enough to get going, and use the limits that imposes to motivate yourself.
Three is fine; two, divine — having too many co-founders makes decisions hard to reach; if you’re on your own, you have to bear all of the stress and worry about the success of the company. In my judgment, three people can do well together, but having two founders is best.
Work only with people you like and believe in — “The older I get, the more I think all that matters is working with people you like.” Working with people you like is so much more fun, and often more productive, than fighting against someone who may be smart and talented but just isn’t a great fit for you.
Momentum builds on itself — just start. Do whatever you can. One you start moving, you will find that people start to carry you along.
Jump when you are more excited than afraid — lack of fear is irrational, and too much fear is debilitating. Make the jump when you have considered the fear, and come out more excited than afraid.
Immediate yes is immediate no — does everyone immediately tell you your idea is great? Run away from it. If the idea is that obvious, the market will be filled with competitors, and you’ll find yourself scrambling.
Build what you know — this is the most basic advice of idea generation: scratch an itch you have yourself. To make a great company, stop and ensure that your need is broadly felt, and that your solution is broadly applicable — not everyone spends their life in front of a computer, remember.
Give people what they need, not what they say they need — an idea can sound terrible, but in actualization the idea can become a compelling product. You have to sherlock out the truth of the interest people express, and “yes/no” questions are usually less useful than “how much” or “how bad” questions.