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Jeff Bezos explains why “wandering” is essential for invention “Wandering is so important because wandering is a kind of humility,” Jeff Bezos begins. “Wandering sounds so inefficient, but the only way to go straight to your destination is if you know where you’re going.” Jeff continues: “Sometimes you know...

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Jeff Bezos explains the Wandering Rule behind real invention: "When I sit down to work on a problem, I know I don't know where I'm going." "To go in a straight line, to be efficient, efficiency and invention are sort of at odds." "Real invention, not incremental improvement... real lateral thinking... requires wandering." "You have to give yourself permission to wander." "A lot of people feel like wandering is inefficient." "I don't know how long the meeting is going to take if we're trying to solve a problem." The useful distinction: Use efficiency when the path is known. Use wandering when the problem is still being discovered. Most teams kill invention by demanding a straight line too early.
1:22

Jeff Bezos explains the Wandering Rule behind real invention: "When I sit down to work on a problem, I know I don't know where I'm going." "To go in a straight line, to be efficient, efficiency and invention are sort of at odds." "Real invention, not incremental improvement... real lateral thinking... requires wandering." "You have to give yourself permission to wander." "A lot of people feel like wandering is inefficient." "I don't know how long the meeting is going to take if we're trying to solve a problem." The useful distinction: Use efficiency when the path is known. Use wandering when the problem is still being discovered. Most teams kill invention by demanding a straight line too early.

andrew engler

155,470 просмотров • 1 месяц назад

Jeff Bezos on the importance of intuition when building something new When Jeff Bezos is trying to figure out where his company should spend its energy and resources, he always goes back to his customer’s needs. “That’s the only way I can advise any founder or entrepreneur,” Jeff explains. “Deeply understand what the big ideas are that their customers want.” One way to understand your customers’ needs is to ask them. But Jeff argues that’s not sufficient: “You have to invent on their behalf. For the biggest breakthroughs and most important ideas, customers don’t know to ask for those things. You have to dream. You have to use your intuition, your gut, and your heart.” This doesn’t mean you don’t look at your data, Jeff caveats: “All of the data that gets used in business is essential. If you’re in business and you’re not looking at your data, trust me, your competitors are going to beat you. But if you’re only looking at your data, you also will not win — or at least not win big.” He continues: “The most important decisions that every person makes when they’re building something new is made with intuition. You cannot prove it, but you have an instinct and a hunch. Then you’ll pay attention — if that instinct turns out to be wrong, it won’t be a big deal. You’ll correct.” Video source: Reuters (2025)
1:27

Jeff Bezos on the importance of intuition when building something new When Jeff Bezos is trying to figure out where his company should spend its energy and resources, he always goes back to his customer’s needs. “That’s the only way I can advise any founder or entrepreneur,” Jeff explains. “Deeply understand what the big ideas are that their customers want.” One way to understand your customers’ needs is to ask them. But Jeff argues that’s not sufficient: “You have to invent on their behalf. For the biggest breakthroughs and most important ideas, customers don’t know to ask for those things. You have to dream. You have to use your intuition, your gut, and your heart.” This doesn’t mean you don’t look at your data, Jeff caveats: “All of the data that gets used in business is essential. If you’re in business and you’re not looking at your data, trust me, your competitors are going to beat you. But if you’re only looking at your data, you also will not win — or at least not win big.” He continues: “The most important decisions that every person makes when they’re building something new is made with intuition. You cannot prove it, but you have an instinct and a hunch. Then you’ll pay attention — if that instinct turns out to be wrong, it won’t be a big deal. You’ll correct.” Video source: Reuters (2025)

Startup Archive

46,278 просмотров • 10 месяцев назад

Jeff Bezos on how to be innovative “To me, true innovation is something that is not only an invention but an improvement,” Jeff explains. “It’s not hard to make things different, but it is hard to make things different and better.” In Jeff’s view, there are endless opportunities for innovation: “Most of the problems in the world already have solutions of one kind or another, and all of those solutions can be improved upon. There’s no chance that anything is perfected yet. I don’t believe that . . . People have been working on solutions to most problems for a long time, but it wasn’t that long ago that somebody figured out that you should add wheels to suitcases. Pretty good improvement!” It’s hard work though, Jeff caveats: “It’s easy to have ideas. It’s very hard to turn an idea into a successful product. There are a lot of steps in between and it takes persistence and relentlessness. I always tell people who think they want to be entrepreneurs that you need a combination of stubborn relentlessness and flexibility. And you have to know when to be which.” Jeff explains: “Basically you need to be stubborn on your vision because otherwise it’ll be too easy to give up. But you need to be very flexible on the details because as you go along pursuing your vision, you’ll find that some of your preconceptions were wrong, and you’re going to need to be able to change those things.” He concludes: “Taking an idea successfully all the way to market and turning it into a real product that people care about and really improves people’s lives is a lot of hard work.”
1:50

Jeff Bezos on how to be innovative “To me, true innovation is something that is not only an invention but an improvement,” Jeff explains. “It’s not hard to make things different, but it is hard to make things different and better.” In Jeff’s view, there are endless opportunities for innovation: “Most of the problems in the world already have solutions of one kind or another, and all of those solutions can be improved upon. There’s no chance that anything is perfected yet. I don’t believe that . . . People have been working on solutions to most problems for a long time, but it wasn’t that long ago that somebody figured out that you should add wheels to suitcases. Pretty good improvement!” It’s hard work though, Jeff caveats: “It’s easy to have ideas. It’s very hard to turn an idea into a successful product. There are a lot of steps in between and it takes persistence and relentlessness. I always tell people who think they want to be entrepreneurs that you need a combination of stubborn relentlessness and flexibility. And you have to know when to be which.” Jeff explains: “Basically you need to be stubborn on your vision because otherwise it’ll be too easy to give up. But you need to be very flexible on the details because as you go along pursuing your vision, you’ll find that some of your preconceptions were wrong, and you’re going to need to be able to change those things.” He concludes: “Taking an idea successfully all the way to market and turning it into a real product that people care about and really improves people’s lives is a lot of hard work.”

Startup Archive

13,007 просмотров • 6 месяцев назад

. Naval: I don’t think you need to have a PhD to be a scientist. If you are naturally curious and you’re rigorous and you discover new things, you’re a scientist. One of my Twitter quips was, “The only true test of intelligence is if you get what you want out of life,” and that triggers a lot of people. But how else do you know? How else do you know if you’re smart? If you’re not getting what you want out of life, how smart are you really? You might have had bad luck once upon a time, but consistently, every time? I doubt it. And there’s two parts to that. One is actually testing yourself against the world to see if you get what you want. And the other is wanting the right things in the first place. You know, I wish I was 20 years old and had wings. Umm, not gonna happen. So you gotta wish for the right things too.
0:38

. Naval: I don’t think you need to have a PhD to be a scientist. If you are naturally curious and you’re rigorous and you discover new things, you’re a scientist. One of my Twitter quips was, “The only true test of intelligence is if you get what you want out of life,” and that triggers a lot of people. But how else do you know? How else do you know if you’re smart? If you’re not getting what you want out of life, how smart are you really? You might have had bad luck once upon a time, but consistently, every time? I doubt it. And there’s two parts to that. One is actually testing yourself against the world to see if you get what you want. And the other is wanting the right things in the first place. You know, I wish I was 20 years old and had wings. Umm, not gonna happen. So you gotta wish for the right things too.

Arjun Khemani

186,516 просмотров • 2 лет назад

Ben Horowitz on what makes the job of a startup CEO so difficult “The way to think about [the CEO job] is: You invent something the world may want, so you start a company. You hire every person you know who you think is good and respect. You raise money from people. You go sign up customers, and those customers depend on you to succeed. It’s a lot of pressure. But you don’t actually know what you’re doing. You’ve never been a CEO. You’ve never run a big organization.” Ben continues: “You know everyone’s depending on you. And all you do is work, so you don’t have any life outside of this, and your life is basically over if this company fails. And you don’t know [if your decisions] are the right thing to do — you only think it. And then you have people around you telling you, ‘No, it’s not the right thing to do.’ So how do you trust your eyes and trust what you think, then go do it? It’s a very difficult problem.” “This is where I see CEOs fail all the time,” Ben says. They think they know what the right thing to do is, but they don’t act on it. They hesitate because there’s “too much scary stuff” between you and making that decision (e.g. the pressure of it all, people telling you you’re wrong, etc.). Video source: a16z (2025)
1:34

Ben Horowitz on what makes the job of a startup CEO so difficult “The way to think about [the CEO job] is: You invent something the world may want, so you start a company. You hire every person you know who you think is good and respect. You raise money from people. You go sign up customers, and those customers depend on you to succeed. It’s a lot of pressure. But you don’t actually know what you’re doing. You’ve never been a CEO. You’ve never run a big organization.” Ben continues: “You know everyone’s depending on you. And all you do is work, so you don’t have any life outside of this, and your life is basically over if this company fails. And you don’t know [if your decisions] are the right thing to do — you only think it. And then you have people around you telling you, ‘No, it’s not the right thing to do.’ So how do you trust your eyes and trust what you think, then go do it? It’s a very difficult problem.” “This is where I see CEOs fail all the time,” Ben says. They think they know what the right thing to do is, but they don’t act on it. They hesitate because there’s “too much scary stuff” between you and making that decision (e.g. the pressure of it all, people telling you you’re wrong, etc.). Video source: a16z (2025)

Startup Archive

44,950 просмотров • 1 год назад

Jeff Bezos on what founders need to understand about brands “I think our most important piece of intellectual property is our brand name,” Jeff Bezos says of Amazon. “And I think this is very important for anybody who is going to start a company or market an invention to understand — brands for companies are like reputations for people. Reputations are hard earned and easily lost.” Jeff continues: “We’ve worked very hard to earn trust. You can’t ask for trust. You have to do it the hard way, one step at a time. You make a promise, and then you fulfill that promise. You say ‘We’ll deliver this to you tomorrow,’ and then you actually deliver it tomorrow. And if you do that over and over again, then ultimately you can instill your company’s name with a reputation. Sometimes people talk about brands in this very amorphous way, but for me, I like to think of it as a person — what is the reputation that that person has and how have they earned that reputation?”
1:09

Jeff Bezos on what founders need to understand about brands “I think our most important piece of intellectual property is our brand name,” Jeff Bezos says of Amazon. “And I think this is very important for anybody who is going to start a company or market an invention to understand — brands for companies are like reputations for people. Reputations are hard earned and easily lost.” Jeff continues: “We’ve worked very hard to earn trust. You can’t ask for trust. You have to do it the hard way, one step at a time. You make a promise, and then you fulfill that promise. You say ‘We’ll deliver this to you tomorrow,’ and then you actually deliver it tomorrow. And if you do that over and over again, then ultimately you can instill your company’s name with a reputation. Sometimes people talk about brands in this very amorphous way, but for me, I like to think of it as a person — what is the reputation that that person has and how have they earned that reputation?”

Startup Archive

12,545 просмотров • 6 месяцев назад

Jeff Bezos explains what it means to disagree and commit “Disagree and commit is a really important principle that saves a lot of arguing.” Jeff Bezos begins. “In society, and inside companies, we have a bunch of mechanisms we use to resolve disputes. And a lot of them are really bad. An example of a really bad way of coming to an agreement is compromise.” He continues: “The advantage of compromise as a resolution mechanism is that it’s low energy, but it doesn’t lead to truth… You shouldn’t allow compromise to be used when you can know the truth.” Another bad resolution mechanism is the more stubborn person winning: “You have two executives who disagree and they just have a war of attrition. And whichever one gets exhausted first, capitulates to the other one. Again you haven’t arrived at truth and it’s very demoralizing.” Jeff tells people on his team to never get to a point where you’re resolving something by who gets exhausted first: “Escalate that. I’ll help you make the decision.” When making decisions, you want to get as close to the truth as possible: “Exhausting the other person is not truth-seeking. And compromise is not truth-seeking.” But there are a lot of cases where no one knows the real truth and that’s where “disagree and commit” comes in: “Escalation is better than war of attrition. Escalate to your boss and say ‘we can’t agree on this. We like each other and respect each other, but we strongly disagree with each other and need you to make a decision so we can move forward.’ Decisiveness and moving forward on decisions as quickly as you responsibly can is how you increase velocity. Most of what slows things down is taking too long to make decisions.” Companies tend to organize hierarchically in which the more senior person ultimately makes the decision. But as Jeff explains, that wasn’t always the case—he would often be the one to disagree and commit: “I would often say: ‘You know what, I don’t think you’re right. But I’m going to gamble with you and you’re closer to the ground truth than I am. I’ve known you for 20 years—you have great judgement. I don’t know that I’m right either—all of these decisions are complicated. Let’s do it your way.’ But at least then you’ve made a decision, and I’m agreeing to commit to that decision. I’m not going to be second guessing it. I’m not going to be sniping at it. I’m not going to be saying ‘I told you so.’ I’m going to actively try to make sure it works. That’s a really important teammate behavior.” Video source: Lex Fridman (2023)
4:55

Jeff Bezos explains what it means to disagree and commit “Disagree and commit is a really important principle that saves a lot of arguing.” Jeff Bezos begins. “In society, and inside companies, we have a bunch of mechanisms we use to resolve disputes. And a lot of them are really bad. An example of a really bad way of coming to an agreement is compromise.” He continues: “The advantage of compromise as a resolution mechanism is that it’s low energy, but it doesn’t lead to truth… You shouldn’t allow compromise to be used when you can know the truth.” Another bad resolution mechanism is the more stubborn person winning: “You have two executives who disagree and they just have a war of attrition. And whichever one gets exhausted first, capitulates to the other one. Again you haven’t arrived at truth and it’s very demoralizing.” Jeff tells people on his team to never get to a point where you’re resolving something by who gets exhausted first: “Escalate that. I’ll help you make the decision.” When making decisions, you want to get as close to the truth as possible: “Exhausting the other person is not truth-seeking. And compromise is not truth-seeking.” But there are a lot of cases where no one knows the real truth and that’s where “disagree and commit” comes in: “Escalation is better than war of attrition. Escalate to your boss and say ‘we can’t agree on this. We like each other and respect each other, but we strongly disagree with each other and need you to make a decision so we can move forward.’ Decisiveness and moving forward on decisions as quickly as you responsibly can is how you increase velocity. Most of what slows things down is taking too long to make decisions.” Companies tend to organize hierarchically in which the more senior person ultimately makes the decision. But as Jeff explains, that wasn’t always the case—he would often be the one to disagree and commit: “I would often say: ‘You know what, I don’t think you’re right. But I’m going to gamble with you and you’re closer to the ground truth than I am. I’ve known you for 20 years—you have great judgement. I don’t know that I’m right either—all of these decisions are complicated. Let’s do it your way.’ But at least then you’ve made a decision, and I’m agreeing to commit to that decision. I’m not going to be second guessing it. I’m not going to be sniping at it. I’m not going to be saying ‘I told you so.’ I’m going to actively try to make sure it works. That’s a really important teammate behavior.” Video source: Lex Fridman (2023)

Startup Archive

70,743 просмотров • 10 месяцев назад

Jeff Bezos explains what it means to disagree and commit “Disagree and commit is a really important principle that saves a lot of arguing.” There will be disagreements in any endeavor in life where you have teammates. “In society, and inside companies, we have a bunch of mechanisms we use to resolve disputes. And a lot of them are really bad. An example of a really bad way of coming to an agreement is compromise.” He continues: “The advantage of compromise as a resolution mechanism is that it’s low energy, but it doesn’t lead to truth… You shouldn’t allow compromise to be used when you can know the truth.” Another bad resolution mechanism is the more stubborn person winning: “You have two executives who disagree and they just have a war of attrition. And whichever one gets exhausted first, capitulates to the other one. Again you haven’t arrived at truth and it’s very demoralizing.” Jeff tells people on his team to never get to a point where you’re resolving something by who gets exhausted first: “Escalate that. I’ll help you make the decision.” When making decisions, you want to get as close to the truth as possible: “Exhausting the other person is not truth-seeking. And compromise is not truth-seeking.” But there are a lot of cases where no one knows the real truth and that’s where “disagree and commit” comes in: “Escalation is better than war of attrition. Escalate to your boss and say ‘we can’t agree on this. We like each other and respect each other, but we strongly disagree with each other and need you to make a decision so we can move forward.’ Decisiveness and moving forward on decisions as quickly as you responsibly can is how you increase velocity. Most of what slows things down is taking too long to make decisions.” Companies tend to organize hierarchically in which the more senior person ultimately makes the decision. But as Jeff explains in the clip below, that wasn’t always the case—he would often be the one to disagree and commit: “I would often say: ‘You know what, I don’t think you’re right. But I’m going to gamble with you and you’re closer to the ground truth than I am. I’ve known you for 20 years—you have great judgement. I don’t know that I’m right either—all of these decisions are complicated. Let’s do it your way.’ But at least then you’ve made a decision, and I’m agreeing to commit to that decision. I’m not going to be second guessing it. I’m not going to be sniping at it. I’m not going to be saying ‘I told you so.’ I’m going to actively try to make sure it works. That’s a really important teammate behavior.”
4:55

Jeff Bezos explains what it means to disagree and commit “Disagree and commit is a really important principle that saves a lot of arguing.” There will be disagreements in any endeavor in life where you have teammates. “In society, and inside companies, we have a bunch of mechanisms we use to resolve disputes. And a lot of them are really bad. An example of a really bad way of coming to an agreement is compromise.” He continues: “The advantage of compromise as a resolution mechanism is that it’s low energy, but it doesn’t lead to truth… You shouldn’t allow compromise to be used when you can know the truth.” Another bad resolution mechanism is the more stubborn person winning: “You have two executives who disagree and they just have a war of attrition. And whichever one gets exhausted first, capitulates to the other one. Again you haven’t arrived at truth and it’s very demoralizing.” Jeff tells people on his team to never get to a point where you’re resolving something by who gets exhausted first: “Escalate that. I’ll help you make the decision.” When making decisions, you want to get as close to the truth as possible: “Exhausting the other person is not truth-seeking. And compromise is not truth-seeking.” But there are a lot of cases where no one knows the real truth and that’s where “disagree and commit” comes in: “Escalation is better than war of attrition. Escalate to your boss and say ‘we can’t agree on this. We like each other and respect each other, but we strongly disagree with each other and need you to make a decision so we can move forward.’ Decisiveness and moving forward on decisions as quickly as you responsibly can is how you increase velocity. Most of what slows things down is taking too long to make decisions.” Companies tend to organize hierarchically in which the more senior person ultimately makes the decision. But as Jeff explains in the clip below, that wasn’t always the case—he would often be the one to disagree and commit: “I would often say: ‘You know what, I don’t think you’re right. But I’m going to gamble with you and you’re closer to the ground truth than I am. I’ve known you for 20 years—you have great judgement. I don’t know that I’m right either—all of these decisions are complicated. Let’s do it your way.’ But at least then you’ve made a decision, and I’m agreeing to commit to that decision. I’m not going to be second guessing it. I’m not going to be sniping at it. I’m not going to be saying ‘I told you so.’ I’m going to actively try to make sure it works. That’s a really important teammate behavior.”

Startup Archive

1,036,144 просмотров • 2 лет назад

How science works according to Nobel Prize winner Thomas Südhof: Very often, politicians think that you can tell scientists what they’re supposed to discover. You can’t! Scientists don’t know what they are going to discover. They have to try things. They have to have curiosity and ideas, but they also have to have the knowledge to try things. Very often, it leads to nothing; it’s a waste. But we didn’t know when we started it’s a waste. But when something does work. When something clicks, it is exciting and rewarding but it’s never just one click. You get a result on it, you’re hopeful, you build on it. Maybe it’s confirmed you’re even more hopeful. So it’s an incremental process. It is never one thing - boom we discovered a major thing, my god this is it. It is more like walking up a flight of stairs where each step counts and the higher up the stairs you go the better you can see what’s on top and become excited about what’s there and how you can use.
1:07

How science works according to Nobel Prize winner Thomas Südhof: Very often, politicians think that you can tell scientists what they’re supposed to discover. You can’t! Scientists don’t know what they are going to discover. They have to try things. They have to have curiosity and ideas, but they also have to have the knowledge to try things. Very often, it leads to nothing; it’s a waste. But we didn’t know when we started it’s a waste. But when something does work. When something clicks, it is exciting and rewarding but it’s never just one click. You get a result on it, you’re hopeful, you build on it. Maybe it’s confirmed you’re even more hopeful. So it’s an incremental process. It is never one thing - boom we discovered a major thing, my god this is it. It is more like walking up a flight of stairs where each step counts and the higher up the stairs you go the better you can see what’s on top and become excited about what’s there and how you can use.

Itai Yanai

36,419 просмотров • 29 дней назад

Jeff Bezos on the bet you should take every single time, even if you lose 90% of the time. "You cannot invent and pioneer if you cannot accept failure. To invent you need to experiment, and if you know in advance that it's going to work, it is not an experiment." "They're inseparable twins, failure and invention. So you have to be willing to do that." "It's embarrassing to fail. But you have to say, no, that's not how this works." "If I said to you you have a 10% chance of a 100x return, you should take that bet every time. But you're still gonna be wrong nine out of ten times, and it's gonna feel bad nine out of ten times." "If you swing for the fences you hit more home runs, but you also strike out more. But with baseball that analogy doesn't go far enough, because with baseball, no matter how well you connect with the ball, you can only get four runs." "But in business, every once in a while you step up to the plate, you hit the ball so hard you get a thousand runs." "When you have that kind of asymmetric payoff, it encourages you to experiment more. It's the right business decision to experiment more."
1:44

Jeff Bezos on the bet you should take every single time, even if you lose 90% of the time. "You cannot invent and pioneer if you cannot accept failure. To invent you need to experiment, and if you know in advance that it's going to work, it is not an experiment." "They're inseparable twins, failure and invention. So you have to be willing to do that." "It's embarrassing to fail. But you have to say, no, that's not how this works." "If I said to you you have a 10% chance of a 100x return, you should take that bet every time. But you're still gonna be wrong nine out of ten times, and it's gonna feel bad nine out of ten times." "If you swing for the fences you hit more home runs, but you also strike out more. But with baseball that analogy doesn't go far enough, because with baseball, no matter how well you connect with the ball, you can only get four runs." "But in business, every once in a while you step up to the plate, you hit the ball so hard you get a thousand runs." "When you have that kind of asymmetric payoff, it encourages you to experiment more. It's the right business decision to experiment more."

Naruto

13,084 просмотров • 20 дней назад

Elon Musk explains why the CEO must work on the “most pernicious and painful problems” “A lot of times people think creating a company is going to be fun. I would say it’s really not that fun. There are periods of fun, and there are periods where it’s just awful. Particularly if you’re the CEO of the company. You actually have a distillation of all the worst problems in the company. There’s no point in spending your time on things that are going right. So you only spend your time on things that are going wrong that other people can’t take care of… the most pernicious and painful problems.” Elon believes founders need to have a “fairly high pain threshold” and explains that starting a company is like “staring into the abyss and eating glass.” “The staring into the abyss part is that you’re going to be constantly facing the extermination of the company because most startups fail… You’re constantly saying, okay, if I don’t get this right, the company will die. It’s going to be quite stressful. And then the eating glass part is you’ve got to work on the problems that the company needs you to work on, not the problems you want to work on. And so you end up working on problems that you’d really wish you weren’t working on… And that goes on for a long time.” Video source: Khan Academy
0:59

Elon Musk explains why the CEO must work on the “most pernicious and painful problems” “A lot of times people think creating a company is going to be fun. I would say it’s really not that fun. There are periods of fun, and there are periods where it’s just awful. Particularly if you’re the CEO of the company. You actually have a distillation of all the worst problems in the company. There’s no point in spending your time on things that are going right. So you only spend your time on things that are going wrong that other people can’t take care of… the most pernicious and painful problems.” Elon believes founders need to have a “fairly high pain threshold” and explains that starting a company is like “staring into the abyss and eating glass.” “The staring into the abyss part is that you’re going to be constantly facing the extermination of the company because most startups fail… You’re constantly saying, okay, if I don’t get this right, the company will die. It’s going to be quite stressful. And then the eating glass part is you’ve got to work on the problems that the company needs you to work on, not the problems you want to work on. And so you end up working on problems that you’d really wish you weren’t working on… And that goes on for a long time.” Video source: Khan Academy

Startup Archive

41,099 просмотров • 1 год назад

Elon Musk on building a company: “There are periods where it’s just awful” “A lot of times people think creating a company is going to be fun. I would say it’s really not that fun. There are periods of fun, and there are periods where it’s just awful. Particularly if you’re the CEO of the company. You actually have a distillation of all the worst problems in the company. There’s no point in spending your time on things that are going right. So you only spend your time on things that are going wrong that other people can’t take care of… the most pernicious and painful problems.” Elon believes founders need to have a “fairly high pain threshold” and explains that starting a company is like “staring into the abyss and eating glass.” “The staring into the abyss part is that you’re going to be constantly facing the extermination of the company because most startups fail… You’re constantly saying, okay, if I don’t get this right, the company will die. It’s going to be quite stressful. And then the eating glass part is you’ve got to work on the problems that the company needs you to work on, not the problems you want to work on. And so you end up working on problems that you’d really wish you weren’t working on… And that goes on for a long time.” Source: Khan Academy (Apr 2013)
1:52

Elon Musk on building a company: “There are periods where it’s just awful” “A lot of times people think creating a company is going to be fun. I would say it’s really not that fun. There are periods of fun, and there are periods where it’s just awful. Particularly if you’re the CEO of the company. You actually have a distillation of all the worst problems in the company. There’s no point in spending your time on things that are going right. So you only spend your time on things that are going wrong that other people can’t take care of… the most pernicious and painful problems.” Elon believes founders need to have a “fairly high pain threshold” and explains that starting a company is like “staring into the abyss and eating glass.” “The staring into the abyss part is that you’re going to be constantly facing the extermination of the company because most startups fail… You’re constantly saying, okay, if I don’t get this right, the company will die. It’s going to be quite stressful. And then the eating glass part is you’ve got to work on the problems that the company needs you to work on, not the problems you want to work on. And so you end up working on problems that you’d really wish you weren’t working on… And that goes on for a long time.” Source: Khan Academy (Apr 2013)

Startup Archive

73,887 просмотров • 15 дней назад

Jeff Bezos on how to build a business strategy “I very frequently get the question: ‘What’s going to change in the next 10 years?” And that is an interesting question… But I almost never get the question: ‘What’s not going to change in the next 10 years?’ And I submit to you that that second question is actually the more important of the two.” Jeff argues: “You can build a business strategy around the things that are stable in time. In our retail business, we know that customers want low prices, and I know that’s going to be true 10 years from now. They want fast delivery. They want vast selection. It’s impossible to imagine a future 10 years from now where a customer comes up and says, ‘Jeff I love Amazon, I just wish the prices were a little higher.’ Or, ‘I love Amazon, I just wish you’d deliver a little slower.’ Impossible. And so we know the energy we put into these things today will still be paying dividends for our customers 10 years from now.” He gives AWS as another example. It’s impossible to imagine AWS customers asking for a less reliable or more expensive service. ”When you have something that you know is true, even over the long term, you can afford to put a lot of energy into it… The big ideas in business are often very obvious, but it’s very hard to maintain a firm grasp of the obvious at all times. But if you can do that and continue to spin up those flywheels and put energy into those things, over time, you build a better service for your customers on the things that genuinely matter to them.” Video source: Amazon Web Services (2012)
2:01

Jeff Bezos on how to build a business strategy “I very frequently get the question: ‘What’s going to change in the next 10 years?” And that is an interesting question… But I almost never get the question: ‘What’s not going to change in the next 10 years?’ And I submit to you that that second question is actually the more important of the two.” Jeff argues: “You can build a business strategy around the things that are stable in time. In our retail business, we know that customers want low prices, and I know that’s going to be true 10 years from now. They want fast delivery. They want vast selection. It’s impossible to imagine a future 10 years from now where a customer comes up and says, ‘Jeff I love Amazon, I just wish the prices were a little higher.’ Or, ‘I love Amazon, I just wish you’d deliver a little slower.’ Impossible. And so we know the energy we put into these things today will still be paying dividends for our customers 10 years from now.” He gives AWS as another example. It’s impossible to imagine AWS customers asking for a less reliable or more expensive service. ”When you have something that you know is true, even over the long term, you can afford to put a lot of energy into it… The big ideas in business are often very obvious, but it’s very hard to maintain a firm grasp of the obvious at all times. But if you can do that and continue to spin up those flywheels and put energy into those things, over time, you build a better service for your customers on the things that genuinely matter to them.” Video source: Amazon Web Services (2012)

Startup Archive

61,894 просмотров • 1 год назад

Jeff Bezos just explained why changing your mind is a sign of intelligence, not weakness: "You have to be able to be decisive and make decisions quickly. And that's a very hard thing to do as organizations get larger, because so many people have opinions." "The thing to realize is most decisions are reversible. Very rarely are they high-consequence irreversible decisions. By the way, when they are, you should go slowly. Of course. But most decisions can be made by a single high-judgment individual. And if they go the wrong direction, you stop, you back up. It's a two-way door. You come in, you look at it again, and you change your mind." "In politics, people call you a flip-flopper if you change your mind. How foolish would it be to get new data, to have new analysis, to see something in a fresh way, to have that beginner's mind, have a better idea, and not change your mind." "I've noticed that people who are right a lot change their mind a lot." — Jeff Bezos (Jeff Bezos) P.S. We build content infrastructure for founders and athletes. 1.5M views/week average. Your voice, cross platform, compounding daily. If you need massive distribution or want to build your brand, apply here:
0:57

Jeff Bezos just explained why changing your mind is a sign of intelligence, not weakness: "You have to be able to be decisive and make decisions quickly. And that's a very hard thing to do as organizations get larger, because so many people have opinions." "The thing to realize is most decisions are reversible. Very rarely are they high-consequence irreversible decisions. By the way, when they are, you should go slowly. Of course. But most decisions can be made by a single high-judgment individual. And if they go the wrong direction, you stop, you back up. It's a two-way door. You come in, you look at it again, and you change your mind." "In politics, people call you a flip-flopper if you change your mind. How foolish would it be to get new data, to have new analysis, to see something in a fresh way, to have that beginner's mind, have a better idea, and not change your mind." "I've noticed that people who are right a lot change their mind a lot." — Jeff Bezos (Jeff Bezos) P.S. We build content infrastructure for founders and athletes. 1.5M views/week average. Your voice, cross platform, compounding daily. If you need massive distribution or want to build your brand, apply here:

Lewis 🏴󠁧󠁢󠁷󠁬󠁳󠁿

77,540 просмотров • 2 месяцев назад

Mike Majlak explains why comparing yourself to others is ruining your life “When you are constantly comparing yourself to people who are doing great in that exact moment, you’re going to get into that victim mindset. You’re going to think to yourself, ‘Why? I am trying my best. Why is it not working?’ But you don’t see their zoomed out life” “One of the most important things is patience and calculated risk, knowing that sometimes you just have to zoom out and really appreciate the things that are going right in your life”
1:18

Mike Majlak explains why comparing yourself to others is ruining your life “When you are constantly comparing yourself to people who are doing great in that exact moment, you’re going to get into that victim mindset. You’re going to think to yourself, ‘Why? I am trying my best. Why is it not working?’ But you don’t see their zoomed out life” “One of the most important things is patience and calculated risk, knowing that sometimes you just have to zoom out and really appreciate the things that are going right in your life”

Mikli

58,662 просмотров • 5 месяцев назад

do you think they know about that trend where it’s like “when you’re doing something for the last time you don’t know it’s the last time” and that’s why they were so emotional and in love with each other during this or
4:12

do you think they know about that trend where it’s like “when you’re doing something for the last time you don’t know it’s the last time” and that’s why they were so emotional and in love with each other during this or

۟

17,576 просмотров • 6 месяцев назад

Jeff Bezos on his favorite interview question “When I interview people, I ask them to give me an example of something they've invented. And I always point out, it doesn't have to be something that you actually took to the patent office. It could be a metric that you invented and followed carefully. It could be a business process that you invented. You want to select people who like to invent their way out of boxes.” A lot of people will immediately jump to what Jeff calls an “either or” solution (e.g. “We can do A or B.”). But as Jeff explains: “The right question is how can we do A and B? What invention do we need to be able to do both?”
0:31

Jeff Bezos on his favorite interview question “When I interview people, I ask them to give me an example of something they've invented. And I always point out, it doesn't have to be something that you actually took to the patent office. It could be a metric that you invented and followed carefully. It could be a business process that you invented. You want to select people who like to invent their way out of boxes.” A lot of people will immediately jump to what Jeff calls an “either or” solution (e.g. “We can do A or B.”). But as Jeff explains: “The right question is how can we do A and B? What invention do we need to be able to do both?”

Startup Archive

175,614 просмотров • 1 месяц назад

Jeff Bezos on his favorite interview question “When I interview people, I ask them to give me an example of something they've invented. And I always point out, it doesn't have to be something that you actually took to the patent office. It could be a metric that you invented and followed carefully. It could be a business process that you invented. You want to select people who like to invent their way out of boxes.” A lot of people will immediately jump to what Jeff calls an “either or” solution (e.g. “We can do A or B.”). But as Jeff explains: “The right question is how can we do A and B? What invention do we need to be able to do both?”
0:31

Jeff Bezos on his favorite interview question “When I interview people, I ask them to give me an example of something they've invented. And I always point out, it doesn't have to be something that you actually took to the patent office. It could be a metric that you invented and followed carefully. It could be a business process that you invented. You want to select people who like to invent their way out of boxes.” A lot of people will immediately jump to what Jeff calls an “either or” solution (e.g. “We can do A or B.”). But as Jeff explains: “The right question is how can we do A and B? What invention do we need to be able to do both?”

Startup Archive

1,846,369 просмотров • 8 месяцев назад

Even people who know and love E+R=O don’t always use it correctly: “The first thing to evaluate is not the event you have, but the outcome you want. Do not be defined by your circumstances. Be defined by your pursuit. Second, after you’ve identified the outcome you want, is then to ask, ‘Ok, what circumstances do I have?’ Because you need to work from where you are and see it with clear eyes. Clarifying the event you’re dealing with is ‘realism’. Clarifying the outcome you want is ‘optimism’. And finally, given the outcome you want and the event you have, what response do you need in order to create that outcome given the circumstances that you’re in? It’s the nature of life.”
0:31

Even people who know and love E+R=O don’t always use it correctly: “The first thing to evaluate is not the event you have, but the outcome you want. Do not be defined by your circumstances. Be defined by your pursuit. Second, after you’ve identified the outcome you want, is then to ask, ‘Ok, what circumstances do I have?’ Because you need to work from where you are and see it with clear eyes. Clarifying the event you’re dealing with is ‘realism’. Clarifying the outcome you want is ‘optimism’. And finally, given the outcome you want and the event you have, what response do you need in order to create that outcome given the circumstances that you’re in? It’s the nature of life.”

Brian Kight

68,525 просмотров • 2 лет назад

Palmer Luckey’s advice for founder-led communications “My advice to people would probably be to recognize that the value of your reputation is very high,” Anduril founder Palmer Luckey begins. “If people do not trust you; if they do not believe in what you’re saying; if they do not think that you’re a person worth listening to, they’re going to have a hard time working with you.” Palmer also argues that founders don’t need to be neutral: “You don’t need to be neutral. You can be a propagandist. You can advocate for a particular point of view . . . In general, people should recognize that if you say something where you caveat it and hedge it and basically end up saying something that most people would agree with, you might as well have said nothing at all.” He continues: “You are not going to build a following of people who say, ‘I just love Palmer’s right-down-the-middle, very-hedged takes that everyone agrees with.’ If you’re just restating common sentiment, it’s not going to get you anywhere . . . So one of the things I tell people is, ‘Make sure that when you’re saying something, you’re SAYING something. Make sure you’re trying to persuade and affect change.’ — maybe not in everybody, but in some people. If you make some people love what you’re saying and some people hate what you’re saying, that’s a lot better than having everybody lukewarm agree with you. Don’t waste your time communicating about the things everyone already agrees with you on. Focus on the things where you need to change their mind.” Source: Lulu Cheng Meservey (Sep 2025)
1:42

Palmer Luckey’s advice for founder-led communications “My advice to people would probably be to recognize that the value of your reputation is very high,” Anduril founder Palmer Luckey begins. “If people do not trust you; if they do not believe in what you’re saying; if they do not think that you’re a person worth listening to, they’re going to have a hard time working with you.” Palmer also argues that founders don’t need to be neutral: “You don’t need to be neutral. You can be a propagandist. You can advocate for a particular point of view . . . In general, people should recognize that if you say something where you caveat it and hedge it and basically end up saying something that most people would agree with, you might as well have said nothing at all.” He continues: “You are not going to build a following of people who say, ‘I just love Palmer’s right-down-the-middle, very-hedged takes that everyone agrees with.’ If you’re just restating common sentiment, it’s not going to get you anywhere . . . So one of the things I tell people is, ‘Make sure that when you’re saying something, you’re SAYING something. Make sure you’re trying to persuade and affect change.’ — maybe not in everybody, but in some people. If you make some people love what you’re saying and some people hate what you’re saying, that’s a lot better than having everybody lukewarm agree with you. Don’t waste your time communicating about the things everyone already agrees with you on. Focus on the things where you need to change their mind.” Source: Lulu Cheng Meservey (Sep 2025)

Startup Archive

78,576 просмотров • 2 месяцев назад