Earlier this spring, the New York City Economic Development Corporation (EDC) launched the Best for NYC campaign, “designed to inspire and equip New York City businesses to measure and improve practices that help create well-paying jobs and improve the quality of life in all five boroughs, while also strengthening their bottom-line.”
Earlier this week, General Assembly was recognized as “Best for NYC” along with businesses from multiple sectors across the five boroughs. We scored in the top 10 in the Community category for metrics including “charitable giving, diversity and inclusion, worker ownership, and social impact through products and services.”
We all know that bringing lunch to work is the smart, healthy, and financially responsible thing to do. We want to bring delicious lunches to work, but then motivation is always low. So we end up buying something or settling for whatever boring thing we could find in our fridge, wishing we could be better.
Enter Prepd, a lunchbox with modular containers and a corresponding app to help us be the lunch-bringer we always knew we could be.
We spoke with co-founder and GA Hong Kong alumnus Chris Place a few days before his goal-busting Kickstarter, which raised over $1 million, closed.
A marketing firm in Atlanta, Syrup Marketing, recently wrote a great article about how your brand is the “lead domino,” to quote Tim Ferris. What that means is that, once you create and solidify your brand, everything else tends to fall into place easily. One of those other dominoes that falls into place after you’ve created a fantastic branding strategy is the actual nuts and bolts of your business model.
Any business model is made up of many different moving parts, but they can be boiled down to these five pillars, on which you should build your business.
Members of the Buster team mapping out their redesign. Photo by Adam Brodowski.
We recently completely redesigned Buster, our online booking site for buses, limos, and vans, after the first version (v1) of our website had been live for about a year. It was our first big review of what had worked in our early product, and what hadn’t, and our biggest chance so far to refresh our thinking about the business we’re growing. Rethinking our product was both cathartic and grueling. Here are the hardest things we had to do to make it happen.
A recent University of Phoenix survey showed that 63% of 20-somethings have a strong desire to start a business. That’s a great first step: desire. But what else does it take to start a business that is sustainable? Since 1999, right around the time many of these 20-somethings were born, I’ve started seven businesses. Five of them failed. In that time, I’ve learned from experience what it takes to be a startup founder.
Eric Ries discusses his lean startup methodology at General Assembly in New York City.
“Lean Startup is not a religion,” said Eric Ries, the 37 year-old author of The Lean Startup(2011), which is the handbook for what has become a cult-like movement embraced by entrepreneurs and innovators worldwide.
The core philosophy of the book – and of its practitioners – is to test ideas early and often by getting feedback from potential customers. Before investing very much time and money into a product, the idea is to quickly create an MVP (minimal viable product) and put it in front of potential consumers. This avoids wasting time and money developing products that people may not want.
In today’s fast-moving society, the greatest leaders are those who discard bureaucratic business models in favor of a networked “team of teams,” empowered to make decisions quickly by breaking down communication silos between departments and positions.
This is retired United States Army General Stanley McChrystal’s philosophy, who dedicated more than thirty-four years of service to the U.S. military. His final, and perhaps most notable assignment, was as the commander of all American and coalition forces in Afghanistan from 2003 until he retired in 2010.
Throughout his tenure, General McChrystal worked to develop scalable management practices that enabled the U.S. Army to embody this “team of teams,” which possessed the necessary agility and flexibility to fight in a modern, technologically advanced war environment and beat back Al Qaeda.
Five years into civilian life, General McChrystal applies the leadership skills he learned during his time in the Army to the business world as co-founder of the McChrystal Group, a leadership and management consultancy firm.
This special event was moderated by Scott Kirkpatrick, the President and COO of General Assembly, who spent time as an officer in the United States Coast Guard.
Can data improve the future of our humanity? You better believe it. “Big data” is more than just big businesses. Every day, social impact groups are finding new and creative ways to act upon the information that they’re generating. They’re using data to surface new information, uncover underserved communities, and track performance over time. Here are 5 very different organizations that are using data, in new and creative ways, to improve the lives of people around them:
General Assembly started as a small project in the heart of NYC—we set out to build a community of entrepreneurs and creators in our city’s burgeoning ecosystem. I’m in awe of the evolution we’ve seen take place—in 5 years we’ve become a global organization, now equipping tens of thousands of students with the skills they need to succeed in the new economy.
At this time of great debate around the future of higher education and workforce development, our worldwide team has succeeded in creating and scaling a model solely focused on bridging education to employment. But we are even more ambitious about our future goals: To make a visible dent in the skills gap, clearly connecting education and employment to show an ROI positive model of higher education, and build our alumni community into one of the most powerful professional networks in the world.
For many people, data feels like an avalanche of information. No matter how proficient we are with Excel, statistical software, SQL, or Google Analytics, it’s often tough to know where and how to take your first steps. Should you create a chart? Should you try to find a correlation between the trend you’re observing and revenue? How do you know whether your findings are statistically significant—and for that matter, what the heck is statistical significance?
At the end of the day, these questions are less intimidating than they seem. Data is a tool that human beings created for other human beings. As a result, it’s up to you to create your own constraints for analysis. You choose your terms. You choose the questions you want to answer. You choose the techniques that you want to deploy. You’re in control.
Here are three tips to help you wrangle your next report.
