Governor, imagine the Government of Massachusetts acting as an intermediary: facilitating collaboration, connecting people and providers and coordinating ground-breaking public service delivery models. Government as a Platform (GaaP) is the foundation that allows the government like us and non-governmental organizations to delivery next-generation public services to everyone who is working and living in Massachusetts.
Friday, September 28, 2018
Thursday, September 20, 2018
What a Failure
This is about the failure of my short-lived start-up: BetterFood+.
The idea was to promote the importance of having breakfast and the concept of healthy breakfast to the group of white-collars in metropolises in China. We wanted to adopt the subscriber model and enable the users to pre-order their (hopefully healthy) breakfast for the next one week. After receiving their orders, we would prepare their breakfast by leveraging both in-house capability and outsourced suppliers and by also strategically considering the food’s shelf-life. In the last step, we would station at certain central business districts during specific timeframe to deliver pre-packaged breakfast to paid users on a daily basis. The idea was simple but the complexity of operation was way beyond our capability and imagination. Even though we started from a “minimum variable product (MVP)” and tried to test the product-market fit as much as possible, we couldn’t manage the actual monetary cost of operation during the initial testing period, the unexpected talent drain quickly after the launch, and the most lethal attack to a start-up: offering a product / service that no one wants. After a brief, one-month operation, we shut it down.
The idea was to promote the importance of having breakfast and the concept of healthy breakfast to the group of white-collars in metropolises in China. We wanted to adopt the subscriber model and enable the users to pre-order their (hopefully healthy) breakfast for the next one week. After receiving their orders, we would prepare their breakfast by leveraging both in-house capability and outsourced suppliers and by also strategically considering the food’s shelf-life. In the last step, we would station at certain central business districts during specific timeframe to deliver pre-packaged breakfast to paid users on a daily basis. The idea was simple but the complexity of operation was way beyond our capability and imagination. Even though we started from a “minimum variable product (MVP)” and tried to test the product-market fit as much as possible, we couldn’t manage the actual monetary cost of operation during the initial testing period, the unexpected talent drain quickly after the launch, and the most lethal attack to a start-up: offering a product / service that no one wants. After a brief, one-month operation, we shut it down.
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