Maslow’s Hierarchy of Needs Applied to Coworking

Recently OWNI, a French blog and a form of datajournalism, posted an article applying Maslow’s Hierarchy of Needs to Coworking. The result was a thought provoking and buzz-worthy piece – in French. So here’s the piece translated and adapted in English.

Let’s go back to high school psychology class – Remember Maslow and his Hierarchy of Needs? This hierarchy was visually represented by a pyramid shape and allowed for a dynamic classification hierarchy of human needs. The pyramid is organized as such: the needs situated at the base of the pyramid are the largest and most fundamental and at the top is the need for self-actualization. According to the theory, the most basic level of needs must be met first before the individual can even begin to desire the the higher level needs.

 

Physiological needs. These needs are the basic needs of a human being for survival: air, food, water, clothing and shelter. If these needs are not met humans cannot function.

Safety Needs: Personal security, financial security, health and well-being, psychological well being (rights of man), and physical safety (no threat of war, natural disaster etc).

Love and Belonging: Friendship, intimacy, family, integration in a group.

Esteem: Self-esteem and self-respect. A need for the respect of others, status, recognition, fame, prestige and attention. Need for strength, competence, mastery, self confidence, independence and freedom.

Self Actualization: When a person learns their full potential and then realizes it.

 

Applied to coworking, Maslow’s hierarchy shows that coworking spaces (and coworkers) must have basic needs met first in order to allow the spaces and coworkers to progress up the pyramid and reach their full potential.

Coworking responds to needs such as:

  • I need a place where I can be professional for my clients “Not sure the kitchen is the best place for a meeting..”
  • I need a place where I can be at ease working, home is cramped. “I need an actual place to work – not my livingroom!”
  • I need people that I can share my professional joys and pains with. “When’s happy hour?!”
  • I need to be in a more dynamic and creative atmosphere. “I have no one to bounce ideas off of.”

Thus, “Coworking à la Maslow” leaves us with :

Basic Needs: The basic needs are similar to the physiological needs of an independent worker who does not have a real working space available. Above all a coworking space must provide the following to allow for positive working conditions:

  • Functioning wifi
  • Comfortable work stations
  • Standard office equipment: printers, scanners, fax machine
  • Storage space (lockers)
  • An eating area both within the space and in the neighborhood
  • Meeting and conference rooms
  • Proximity to the home of the coworkers

 

Security Needs: To be an independent worker is a choice that inevitably  means challenges in planning for the long term. Good bye fixed and predictable incomes from the time when you were a salaried employee, hello heavy and taxing responsibilities and daunting choices. Furthermore you cannot ask for advice from your boss or your colleagues when you are confronted with a delicate situation – this insecurity is a common burden shared by independent workers which can alleviated by coworking.

  • Financial Security (coworkers have the option to only pay when they’re present at the space and not a fixed rent with a contract)
  • An atmosphere of confidence
  • Relaxed atmosphere
  • Possibility to benefit from the advice of others

 

Need of Belonging: Gone are the days when Renaud sang, ” to be free, is often to live alone”. A coworking space is above all a community united by common values and shared ways of life. A coworking space worthy of its name allows itself to be a part of a team who lives, works, and acts together. This is manifested through:

  • Professional events and festivities that bring the community together
  • The development of friendship between members
  • A coworking visa that makes you a member of the international community of coworkers
  • The birth of collective initiatives among members

 

Need of Esteem: A functioning workspace, a structured environment, a community that suits and supports you. Thus the framework is in place to allow for self expression for each member. As a member of a community of coworkers, it becomes possible to:

  • Be recognized for your expertise,
  • Become a participant in the community
  • Have an audience for your project

 

Need of Realization: This is the highest stage to which we all dream of achieving! A coworking space will help:

  • Creativity & collaboration: coworkers feed off eachother’s creativity and collaboration
  • Learning: Never stop learning! Continue to progress upward through training and daily exchanges between coworkers
  • Live and work in accordance with your personal values and coworking values
  • Share knowledge

 

 

Original article by William Vandenbroek, taken and translated from OWNI’s post: La Pyramide de Maslow Appliqueé au Coworking by Stephanie Ng from The pariSoma Innovation Loft & faberNovel.


Founders Fund’s investment philosophy

The prestigious San Francisco based venture capital firm, Founders Fund believes that most other VCs have been getting it wrong. Founders which has been connected to the likes of Napster and Facebook compares itself to 1960s style firms, investing in groundbreaking technologies rather than smaller scale ideas. COO Bruce Gibney believes that there are too many ‘me-too’ startups and firms willing to invest in them, without enough truly new technology emerging. “If it were 1850, we’re not looking for the world’s best whale blubber lantern. We’re looking for the light bulb.” With growing concerns about a possible tech bubble, scores of companies offering minor tweaks on existing products might be an ominous symptom.

Here are some of Bruce Gibney’s insights from his interview with Business Insider:

  • Major technological advances have slowed as investors tend to be impatient and shortsighted, favouring the false comfort of metrics over real innovation. The best ideas are not necessarily popular.
  • A lot of green-tech startups are not ambitious enough, they should be developing energy sources “as good as gas and as cheap as water.”
  • The availability of private investment will allow companies to avoid going public for much longer. Consequently IPOs will tend to be much larger than in the past, however the IPO market can only be as strong as the profit potential of the new companies.

Source: Business Insider, Most VCs are investing all wrong

 

Tablets predicted to outsell e-readers within the year.


New research predicts that tablets are on track to outsell e-readers by 2012 As e-book capabilities have spread to multi-functional tablets, dedicated e-readers are losing their niche. Although traditional readers such as Amazon’s Kindle maintain the advantages of huge battery lives, simplicity and paper-like displays, the convenience of a multipurpose tablet is proving difficult to compete with.

It seems however that book retailers such as Amazon are willing to sacrifice their market share in hardware to promote the use of their content on other platforms. Ultimately, there is still money to be made for them from e-books.

Barnes & Noble and Kobo are taking a stance against the tablet trend by releasing readers but the industry leader, Amazon is due to release its own tablet later this year, perhaps a signal of things to come.

  • Tablets to outsell readers within the year.
  • Shift is fuelled by book retailers willingness to sell content.
  • New e-readers still to be released but Amazon is due to move toward tablets.

Source: Gigaom, The page turns: Tablets to outsell e-readers by 2012

Hulu considers sale, but who’s buying?

Gigaom recently reported that Hulu has been approached by a potential buyer and its board is currently deciding between entering negotiations with the as of yet unnamed buyer, or to solicit bids form other interested parties. The only clue as to who the buyer might be has come from a CNBC tweet saying that Google is not behind the offer. Here’s Gigaom’s take on a few possible candidates:

  • Microsoft – The software heavyweight has been trying to turn its Xbox live service into a TV platform, although Xbox users can already access Hulu, so a takeover might not be necessary.
  • Apple – The recently launched iCloud is very noticeably lacking the ability to sync video, a gap that could be filled by purchasing Hulu.
  • Amazon.com – Definitely a well suited match as Amazon has already been using its own video subscription service to promote its Prime program and could do so more effectively with Hulu Plus. Also, in addition to its traditional vertical growth, horizontal takeovers such as this have been a key to Amazon.com’s success over the years, check out our report on Amazon.com for more information.
  • Google – Although CNBC’s Julia Boorstin believes otherwise, Google is still a possibility as Youtube has been searching for more professional content and a merger would be the logical step to vastly improve its service.
  • No one – A little disappointing, but after Hulu’s IPO troubles last year, some buyout rumors might be just the bargaining chip the site needs in any future negotiations.

Source: Gigaom, Hulu considers sale, but who’s the bidder?

Amazon + Snake = Amaznake, This Month’s Data Visualization

Let’s go back ten years. Remember that old Nokia 3310 phone you had? Remember that game you used love to play, Snake? And that company you used to buy your school text books off of, Amazon? Remember how much you loved both of them? Now you can play snake again and learn a thing or two at the same time! Taken from faberNovel’s Amazon study which laid out the e-retail empire’s three main digital engine: infinite selection, customer accounts and ecosystem, this version of snake is just as pleasing as its predecessor.

Your goal is to steer the Amazon group throughout 16 years of acquisitions and rediscover the key phases of its growth.

Check out the game here, and check out a snapshot preview:

If you’re interested in the study on Amazon, Amazon the Hidden Empire check out the faberNovel blog and get the study for free. Highlights include:

  • This paper presents everything you need to know about Amazon.com’s strategywith graphic-rich slides
  • Discover Amazon.com’s digital engines (when applied to existing businesses, digital engines provide a significant advantage to outperform one’s competitors).
  • Understand how this strategy could significantly disrupt or improve your business.

And, did you know…

  • Amazon.com’s revenues are larger than Google’s.
  • IMDb, woot!, Zappos and Stanza belong to Amazon.com.
  • The e-retailer sells Amazon-branded products (Amazon Basics).
  • Quora, Zynga and Yelp are using Amazon Web Services.
  • Amazon.com has 33,700 employees (15 times more than Facebook).

And if you prefer to just check out the slides:

From creation myth to the reality of innovation today

Cross-posted from faberNovel’s blog:

Nowadays, the reality of innovation is called “open innovation”, PARC argues.

Instead of each party viewing “the problem from a different
perspective” and carving off “a different piece of the puzzle” (as
Gladwell notes), within an open innovation framework, each party can
combine their perspectives and share the results of realizing the
whole puzzle.

The challenges of invention and innovation

PARC emphasizes some other key points:

  1. Constraints help create more and better innovations: “Steve Jobs pushed his designer by adding constraints to the mouse such as low price and high reliability.”
  2. Failure is a required step
  3. Trust your intuition and continually test them along the way. Because it’s easier to measure the cost of a shovel than to agree on the value of a market, operational management too often dismiss a costly project.
  4. Spreadsheets can’t measure creativity
  5. Being an expert is crucial to thinking outside the box when opportunity arise. Chance favor the prepared mind.

Sources:

Education @pariSoma: Learn How to Market Your Startup

Things are changing around here at The pariSoma Innovation Loft! Just last week we kicked off our first education series: Taariq Lewis’ How to Program Massive Sales Wins into Your Startup. This week we’d like to highlight another one of our classes: Learn How to Market You Startup taught by Jared Goralnick  Founder & CEO of AwayFind.

Jared will offer tactical advice and case studies in the full cycle of marketing for your startup–from what to do when you just have an idea to public relations and distribution partnerships.

Specifically, Jared will focus on:

  • Relationship marketing
  • Establishing thought leadership
  • If/when you need a PR firm
  • Lessons learned in Search Engine Marketing (SEM)
  • The big differences between marketing and distribution

Jared has delivered similar courses for the Founder Institute in both Washington DC and San Francisco, and at conferences in Boston, DC, and Barcelona.  He sold his first company this past August, raised money for AwayFind soon after, runs several events  (Inbox Love, Ignite DC, Bootstrap Maryland, Ignite Le Web), mentors for 500 Startups, and generally loves helping startups in the many areas he learned about the hard way.  You can find him at technotheory.com or @technotheory.

Interested in teaching a course at pariSoma? We’d love to have you – just let us know.

Our Coworkers of the Day: The VidCaster Team

The VidCaster team are long-time pariSoma members with Steve and Kieran joining over two years ago! Today, they’ve come a long way from the two man team. Just yesterday the team formally announced that they were joining the 500 Startups family.


 

 

Meet Ray

Ray grew up in Indiana. Ray’s fascination with moving pictures manifested at a young age with the production of a series of films starring him in a titular role as action adventure antihero Ohio Jones. Ray and Kieran met while working for the same high school sports TV show, starting a creative collaboration that continues today. After co–founding a student TV station with Kieran, Ray joined a local alternative newsweekly to help relaunch their website. Later, Ray joined Clear Channel Outdoor to oversee the launch of digital billboards in the Indianapolis market. Ray moved to San Francisco in 2009 to join the VidCaster team.

 

Meet Kieran

Kieran grew up in Indiana. Corn wasn’t enough to keep him interested in life so he taught himself BASIC on a Commodore 64 in elementary school and wrote a BBS that won first prize in a state–wide programming competition in the sixth grade. Kieran took a vacation from programming to produce and lead production of hundreds of hours of video content over the next ten years, including the founding of a student–run TV station at Indiana University with half a million dollars in university funds. After college he moved to San Francisco to work in advertising, drive a taxi, and eventually start a company that would soon become VidCaster.

 

 

 

Meet Steve

Steve grew up in Fairfax, Virginia. He studied informatics and graphic design at Indiana University Bloomingon, where he met Kieran and Ray and led the IT team for the TV station they founded. After moving cross-country to the Bay Area to be at the center of the web industry, Steve helped develop user interfaces for Arena Solutions’s product management software, used by clients such as Tesla Motors, Intuit and Segway to manage their product design processes. Steve left Arena in 2009 to focus his efforts on VidCaster.

 

Meet Jiang

Jiang graduated from UC Berkeley in the fall of 2010 with a degree in Electrical Engineering and Computer Science. Soon after I started working at pariSoma for close to 10 months as a Rails/Mobile Developer. During  this time I heard about Vidcaster, and grew interested in the project. I formally joined the Vidcaster this May as a back-end developer. He likes Asian/Japanese music and enjoys watching reality cooking T.V Shows such as Top Chef. Recently he also started watching Big Bang Theory. His favorite quote is “The secret of life is honesty and fair dealing. If you can fake that, you’ve got it made”

 

 

 

 

VidCaster’s first incarnation was a custom content workflow and publishing workflow solution for a local video media property called VidSF.com. The team inspired and led a large local community of volunteer videographers to produce original local video content as an alternative to traditional broadcast television, eventually forging content and distribution partnerships with leading traditional and new media outlets in the San Francisco Bay Area. The founders soon saw an opportunity to further the mission of the company by opening the powerful video workflow management tool they created for their own operations to the outside world. They called it VidCaster. By providing easy-to-use and powerful building blocks to video content creators, VidCaster’s founders hope to free video producers to focus on the content and the effect their content has on the world instead of technical and workflow logistics.

Our Coworkers of the Day – The OTRS Team

Let us introduce you to some of our Coworkers here at the lovely pariSoma Innovation Loft!

The OTRS Team

 

 

 

 

OTRS is the leading open source Help Desk and IT Service Management solution, used by over 85,000 organizations worldwide. OTRS provides ticket management, service desk, help desk and more, enabling organizations to transparently manage customer issues, and providing a platform for companies to manage ITIL-based processes. OTRS supports 32 different languages, and has a vibrant global community of users that collaborate on forums and mailing lists. OTRS Incorporated is the US-based subsidiary of the OTRS Group, providing support, consulting and customization services for customers in North America.

 

 

Meet : Paul Salazar.

Paul is an open Source veteran, having worked at Cygnus Solutions, Red Hat and now OTRS, with some detours into other tech startups such as Coghead and Greenplum. I like working with products that contribute real value, and my specific responsibilities are to market and sell these products and related services. I’ve lived and worked in San Francisco, Silicon Valley, and in different parts of Germany. My education is part-engineering, part-business, and when I am not working on a business issue, you’ll find me blogging about astronomy or giving Star Talks at different locations around the Bay Area. My twitter handle is @paulsalazar and my blog is urbanastronomer.blogspot.com.

 

 

 

 

 

Meet: Ben Sawyer

Ben – Marketing guy @ OTRS, 22 yrs old

Hi Parisoma! Officially, I’m the US marketing guy at OTRS. In reality I do a bit of everything, from coding web pages and designing brochures to customer support for OTRS OnDemand. I spend my spare time playing with HTML and CSS, and creating 3D graphics. My current side project is ModderFish.com, a social network for game modders.

 

 

Meet:  Justin Johnson

 

Hi! Great to meet everyone virtually.  My name is Justin and I manage Sales for OTRS in North America.  I’ve been doing software sales here in the Bay for the last 6 years and love it.  Other then that I’m an avid cyclist, music nut and lover of sandwiches.  Let’s hang out in the office and online: @elof (twitter)!

 

Startup Genome: discover the patterns of successful Internet startups

Cross-posted from faberNovel’s blog:

The Startup Genome project released a report aiming at “cracking the code innovation” and identifying the patterns of successful Internet startups.

Here are three salient features of the report:

  • The Marmer Stages: the startup lifecycle is made of 6 stages of development (the report only deals with the first four stages).
  • Types of Internet Startup: instead of using a classical B2B/B2C segmentation, the project defined a spectrum of 100% marketing to 100% sales and created three points by selecting the two end points and the mid point. They added a product with network effect.
  • Entrepreneurial Learning: ability to learn affects startups in the long run.

The Marmer Stages

The Marmer Stages

  1. Discovery: startups try to validate whether they are solving a meaningful problem and whether anybody would hypothetically be interested in their solution.
  2. Validation: startups are looking to get early validation that people are interested in their product through the exchange of money or attention.
  3. Efficiency: startups refine their business model and improve the efficiency of their customer acquisition process.
  4. Scale: startups step on the gas pedal and try to drive growth very aggressively.

“Startups that don’t move through the stages consistently show less progress.”

Types of Internet Startups

Types of Internet Startups

  1. The Automizer: self-service customer acquisition, consumer focused, product centric, fast execution, often automize a manual process (Google, Dropbox)
  2. The Social Transformer: self-service customer acquisition, consumer focused, critical mass, runaway user growth, winner take all markets, complex UX, network effects, typically create new ways for people to interact (Facebook, Twitter, Quora, Yelp)
  3. The Integrator: lead generation with inside sales reps, high certainty, product centric, early monetization, SME focused, smaller markets, often take innovations from consumer Internet and rebuild it for smaller enterprises (GetSatisfaction, Uservoice, Kissmetrics)
  4. The Challenger: enterprise sales, high customer dependency, complex & rigid markets, repeatable sales process (Oracle, Salesforce, Yammer)

Entrepreneurial Learning

  • Learning from best practice: companies that follow startup thought leaders like Steve Blank, Paul Graham, etc. are 80% more likely to raise money. Almost all companies that raised money had helpful mentors. Companies without helpful mentors almost always failed to raise funding.
  • Ability to listen to customer feedback: companies that are tracking metrics average a monthly growth rate that is 7x companies that are not tracking metrics and are 60% more likely to raise funding than companies that don’t track metrics.
  • Ability to act on feedback: companies that fail to listen and act on feedback tend to scale without validating the size and interest of the market. These companies tend to either pivot not at all or more than 2 times. They also have a harder time raising money and growing the team.

Startup Genome Infographic

Checkout the infographic if you don’t want to read the report.

To be fair, it is also worth mentioning Jason Cohen’s counter-point to this study. Jason says the report suffer from Survivor Bias and Pattern-Seeking Fallacy.

Sources: