Slow Business: How to? (international version)

The last weeks I got a lot of feedback on my article. Some founders came with their own ideas where they needed technical support or advice, some founders just told me what they were working on and others were mainly interested in my own idea how to reduce the CO2 footprint in software engineering.

I will use this blog article for some personal reflection.

What do I understand by slow business?

When I talk to people who are not yet familiar with the topic, I always first have to explain what I mean by that. There is the Slow low Business Manifesto, but the strongest thing is its own story:

  1. In the past, I was the founder of start-ups whose primary goal was (rapid) growth.
  2. When I had enough of it, I thought I had to become a solo preneur in order to be able to live self-determined and without worries. Because I can do everything better than my co-founders anyway and in no time I generate €€€€MRR. Spoiler Alert: Did not work out. I started something but I learned that distribution/marketing is not my profession and that I need a sparring partner.
After experiences of both extremes, I describe Slow Business as the golden mean:
  • Business start-up to optimize your own quality of life. Not for the exit, but as a service to society.
  • Realised by knowing (and accepting) one’s own circumstances and allowing everyone else (business partner, customer, service provider) to do the same.

A topic is needed.

Such conditions make a Slow Business foundation a long-term venture.
This results in an inherent preoccupation with long-term and sustainable issues: issues that society has only been addressing for 2-5 years.

You cannot establish a long-term business if you are only following a short-term trend.

To find out what you actually want, I will dedicate myself once again in a separate blog post. (I am now in my mid-30s – I ask myself little else)

Mantra: Solid business model instead of short-term attention

My last companies were shaped by hypes (first Facebook, then Influencer Marketing.) The ultimate goal was always opinion leadership: to achieve very strenuously and after a short time already fizzled out again because the next sow is driven through the village.

This tempting and familiar pattern is something I am currently trying to resist.

Similar to the way one always reflects on one’s own breath when meditating, I have to keep reminding myself that it is not about short-term attention but about a long-term and solid business model.

This requires a network of (business) partners. But above all, it also requires constant work on yourself: Above all, the patience to deal with things that do not scale and the attempt to approach a topic with playful joy instead of pressure to succeed.

Versions: german / international

Published by Klaus Breyer

a CTO and Startup Founder/Advisor, living in Berlin.

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