2/ Viral effects are about growth. They happen when existing customers get you NEW customers for free, accelerating growth.
Network effects are about DEFENSIBILITY. They happen when customers add incremental value for other customers, making it hard to compete with your product
3/ Part of the confusion between the two comes from the fact that recent iconic network effect companies - TikTok, Facebook, Twitter, etc. - also happened to have rapid viral growth.
Because they coincided in these cases, they're perceived as two sides of the same coin.
4/ This is misleading because viral effects can exist without network effects (e.g. Zynga, JibJab, BuzzFeed) and network effects can exist without viral effects (e.g. Microsoft OS, B2B marketplaces).
5/ That said, there can be a relationship between the two. Firstly, it's easier to build viral language into products with network effects. Words like "share", "see", "get" comes more naturally when you have a networked product.
6/ It's also easier to go viral when you have a network effect because nonlinear value creation from network effects *can* lead to higher word of mouth (but doesn't always).
7/ Further, viral effects can help build network effects because it helps you get to critical mass faster than other networked products, helping you overcome the chicken-or-egg problem.
8/ There are many other contrasts and comparisons between the two to help you build good strategy. For a deep dive, as well as playbooks for building virality now, see the full essay:
1/ The sudden cultural shift to remote work represents an opportunity. Companies that adapt their hiring process to the new era will become magnets for talent.
Today I'm sharing our playbook for interviews and hiring in the remote era. nfx.com/post/34-questi…
2/ Like with big technology shifts such as web-to-mobile, rapid cultural shifts can provide a ledge on which to build iconic companies.
Startups are the most adaptable part of the economy, so the cultural shift to remote will benefit them more than large companies.
3/ We've spent the last century learning about the best ways to hire and work in an office. Now the clock has reset.
There’s an opportunity here. The current systems for hiring aren't that great. Now is a chance for us to improve how we hire overall.
1/ Some advice about advice. As Founders, we get a lot of advice... from a lot of people. Not all valuable. But there will be gems, and spotting them can change your company.
4 key areas to navigating advice — mastering them enables decision superpowers.
1. Be ruthless when choosing your network of advisors 2. Manage the psychology of advice — yours and the givers 3. Differentiate the types of decisions you're trying to make when getting advice 4. Learn judgment about good/bad advice
3/ Your network determines the quality of advice you receive.
Cultivate your advice network. You need to be brutal. Judge the quality of your surrounding network nodes.
One of the things we look for in Founders we invest in is a deep understanding of networks & network effects (nfx). In the internet age, this is such an advantage that we made it a core part of our investing thesis. It's why we're called NFX @nfxguild.
Companies with network effects are the most highly valued because they produce increasing returns. But it's not easy to get network effects going. Today I want to share 19 of the top resources for understanding & building networks and defensibility.
1. First up is psychologist Stanley Milgram's study on the "small-world" phenomenon from 1967. This study showed empirically that any 2 people in the US have a surprisingly few degrees of separation (a median of 6). Empirically speaking, it's a small world snap.stanford.edu/class/cs224w-r…