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Jensen Huang explains how he designed NVIDIA from first principles “With respect to building a company, the first thing you have to do—as with all problems—is start from first principles. What is this machine that we’re trying to create? What is its input? What is its output? What are... the conditions that it’s in? What is the industry like? Is it a fast moving industry? Is it a bureaucratic industry? Is it a highly regulated industry? And what are you trying to build?” Thinking about it from this perspective, there were several things Jensen wanted to do with the company: “I wanted to create a company that naturally attracts amazing people, and the reason for that is our company’s mission is to solve computing problems that are barely possible.” He also wanted a company that was “as small as possible” and “empowered people.” “If you want an organization that obeys command and control, then you make it a pyramid just like the military—all the way back to the Roman Empire. But If you want to empower people, you want to make it as flat as possible so that information travels quickly.” He continues: “We also don’t have business units. We don’t have divisions. Everybody works as one, and the company is shaped in a way that allows us to build accelerated computing best.” Video source: Sana (2023)show more

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ELON: TO ACTUALLY START A COMPANY IS SIMPLER THAN YOU FEAR Elon is stripping away the mystique of the startup world, offering a blunt blueprint for anyone with an engineering mind and the drive to build. He is arguing that the barrier to entry is not as high as the "fear of failure" suggests. By focusing on a compelling prototype and leveraging the world-class venture capital ecosystem in America. Elon believes the next generation of builders can bypass the bureaucracy and start creating value immediately: “If you study engineering and you figure out how to design new things, then it is relatively easy to start a company. You just need to get a few like-minded people with you and then focus on creating a prototype, a compelling prototype as soon as possible. And then there is a strong venture capital industry in this country that will give you funding to take things to the next level. And that is all there is to it. And you might try it a few times, you may or may not succeed, but I think sometimes people fear starting a company too much. You know, what is the worst that could go wrong? You are not going to starve to death. You are not going to die of exposure. What is the worst that could go wrong?” Source: Naruto

ELON: TO ACTUALLY START A COMPANY IS SIMPLER THAN YOU FEAR Elon is stripping away the mystique of the startup world, offering a blunt blueprint for anyone with an engineering mind and the drive to build. He is arguing that the barrier to entry is not as high as the "fear of failure" suggests. By focusing on a compelling prototype and leveraging the world-class venture capital ecosystem in America. Elon believes the next generation of builders can bypass the bureaucracy and start creating value immediately: “If you study engineering and you figure out how to design new things, then it is relatively easy to start a company. You just need to get a few like-minded people with you and then focus on creating a prototype, a compelling prototype as soon as possible. And then there is a strong venture capital industry in this country that will give you funding to take things to the next level. And that is all there is to it. And you might try it a few times, you may or may not succeed, but I think sometimes people fear starting a company too much. You know, what is the worst that could go wrong? You are not going to starve to death. You are not going to die of exposure. What is the worst that could go wrong?” Source: Naruto

Mario Nawfal

205,115 Aufrufe • vor 10 Monaten

Elon Musk on how to get people to believe in your startup “If you think about a company, a company is a group of people that are organized to create a product or service. So in order to create such a thing, you have to convince others to join you in your effort.” But, as Elon explains, this is hard in the beginning: “In the beginning, there will be few people who believe in you or what you’re doing. But then over time — as you make progress — the evidence will build and more and more people will believe in what you’re doing.” So, Elon argues, the first thing you should do when starting a company is create a good demo or mock-up so that people can really envision what it’s about. “Try to get to that point as soon as possible, and then iterate to make it as real as possible, as fast as possible.” A good example of this is the Tesla Roadster. Tesla debuted the concept vehicle in 2006 with a famous photograph of co-founder J. B. Straubel driving California Governor Arnold Schwarzenegger. Tesla was a long way from mass-producing the Roadster at any level of affordability, but the demo made their vision more real and helped Tesla secure additional funding. This funding bought the company more time and resources to deliver its first 500 vehicles between February 2008 and June 2009. Video source: Computer History Museum (2013)

Elon Musk on how to get people to believe in your startup “If you think about a company, a company is a group of people that are organized to create a product or service. So in order to create such a thing, you have to convince others to join you in your effort.” But, as Elon explains, this is hard in the beginning: “In the beginning, there will be few people who believe in you or what you’re doing. But then over time — as you make progress — the evidence will build and more and more people will believe in what you’re doing.” So, Elon argues, the first thing you should do when starting a company is create a good demo or mock-up so that people can really envision what it’s about. “Try to get to that point as soon as possible, and then iterate to make it as real as possible, as fast as possible.” A good example of this is the Tesla Roadster. Tesla debuted the concept vehicle in 2006 with a famous photograph of co-founder J. B. Straubel driving California Governor Arnold Schwarzenegger. Tesla was a long way from mass-producing the Roadster at any level of affordability, but the demo made their vision more real and helped Tesla secure additional funding. This funding bought the company more time and resources to deliver its first 500 vehicles between February 2008 and June 2009. Video source: Computer History Museum (2013)

Startup Archive

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Elon Musk: If you are creating a company or joining a company the most important thing is to attract great people "If you are creating a company or joining a company the most important thing is to attract great people, so either be with or join a group that's amazing that you really respect, or if you have building a company you have to gather great people I mean all the company is a group of people that have gathered together to create a product or service and so depending upon how talented and hardworking that group is, and the degree to which they're focused, cohesively, and in a good direction, that will determine the success of the company Do everything you can to gather great people, if you are creating a company"

Elon Musk: If you are creating a company or joining a company the most important thing is to attract great people "If you are creating a company or joining a company the most important thing is to attract great people, so either be with or join a group that's amazing that you really respect, or if you have building a company you have to gather great people I mean all the company is a group of people that have gathered together to create a product or service and so depending upon how talented and hardworking that group is, and the degree to which they're focused, cohesively, and in a good direction, that will determine the success of the company Do everything you can to gather great people, if you are creating a company"

SMX 🇺🇸

12,251 Aufrufe • vor 7 Monaten

Ben Horowitz advice to CEOs “You want to be liked and respected in the long-run. Not the short-run.” “You have to be able to tell [your team] the truth in a way that you probably don’t tell most of your friends the truth,” the a16z co-founder explains. “Anthropologically, we want people to like us so we tell them what they want to hear. But on a company level or if your on the board of somebody’s company, you have to be able to tell them what they don’t want to hear. That’s the most important thing you’re going to say. And yes, they’re not going to like it when you say, but over time it can save the company.” Ben continues: “That’s what leadership is about. If everybody agrees with the decision, then you didn’t add any value, because they would’ve done that without you. The only value you ever add is when you make a decision that most people don’t like, and that’s where leadership comes in… That’s the thing that takes practice.” He gives Nvidia CEO Jensen Huang as an example: “When Jensen talks about how you have to get to near-death to get yourself to do that, I think that’s true. It’s hard to build that [muscle of telling people what they don’t want to hear] if everything is going great.” Source: Lenny Rachitsky (Sep 2025)

Ben Horowitz advice to CEOs “You want to be liked and respected in the long-run. Not the short-run.” “You have to be able to tell [your team] the truth in a way that you probably don’t tell most of your friends the truth,” the a16z co-founder explains. “Anthropologically, we want people to like us so we tell them what they want to hear. But on a company level or if your on the board of somebody’s company, you have to be able to tell them what they don’t want to hear. That’s the most important thing you’re going to say. And yes, they’re not going to like it when you say, but over time it can save the company.” Ben continues: “That’s what leadership is about. If everybody agrees with the decision, then you didn’t add any value, because they would’ve done that without you. The only value you ever add is when you make a decision that most people don’t like, and that’s where leadership comes in… That’s the thing that takes practice.” He gives Nvidia CEO Jensen Huang as an example: “When Jensen talks about how you have to get to near-death to get yourself to do that, I think that’s true. It’s hard to build that [muscle of telling people what they don’t want to hear] if everything is going great.” Source: Lenny Rachitsky (Sep 2025)

Startup Archive

25,394 Aufrufe • vor 4 Monaten

Jensen Huang: “Money is the only singular reason not to start a company“ “Money is the only singular reason not to start a company. Because starting a company has a very low probability of success. And so if that is your reason for doing it, you will likely regret the experience… You should build a company because you believe in your idea, you’re passionate about it, and you want to build something great… You have to have a perspective that’s unique and that you feel really strongly about, so you’re willing to persevere almost any challenge to make it happen.” Video source: Stanford Online (2011)

Jensen Huang: “Money is the only singular reason not to start a company“ “Money is the only singular reason not to start a company. Because starting a company has a very low probability of success. And so if that is your reason for doing it, you will likely regret the experience… You should build a company because you believe in your idea, you’re passionate about it, and you want to build something great… You have to have a perspective that’s unique and that you feel really strongly about, so you’re willing to persevere almost any challenge to make it happen.” Video source: Stanford Online (2011)

Startup Archive

132,420 Aufrufe • vor 1 Jahr

Scott on why conviction in an idea is dangerous as an investor but required as a founder: "From the investor seat, I don't think you want to be in love with an idea. That's a risky thing because you'll find a way to express that by investing and make some compromises on the team because you know this idea is just so good, its time has come. But if the team isn't there, 90% of the time it doesn't work. Then there's a whole thing can you swap out the team? But the whole Founders Fund thesis was always no, you need the founder to run the company. But on the company side, you have to be in love with the idea. It's not that rational to start a company. There's a lot easier, more comfortable ways to make money if that's the goal. So it's got to be about what the company is doing specifically. If you want to actually start a company, it better be something that you're really passionate about, or you think that the problem is really important."

Scott on why conviction in an idea is dangerous as an investor but required as a founder: "From the investor seat, I don't think you want to be in love with an idea. That's a risky thing because you'll find a way to express that by investing and make some compromises on the team because you know this idea is just so good, its time has come. But if the team isn't there, 90% of the time it doesn't work. Then there's a whole thing can you swap out the team? But the whole Founders Fund thesis was always no, you need the founder to run the company. But on the company side, you have to be in love with the idea. It's not that rational to start a company. There's a lot easier, more comfortable ways to make money if that's the goal. So it's got to be about what the company is doing specifically. If you want to actually start a company, it better be something that you're really passionate about, or you think that the problem is really important."

Patrick OShaughnessy

33,016 Aufrufe • vor 6 Monaten

Peter Thiel on what most founders don’t understand about differentiation “I think you want to have very big differences inside the team, and then from the outside, you want to be seen as very different from the rest of the world.” For example, SpacEx’s mission is to go to Mars: “Everybody at the company thinks: we’re the only place in the world where people are going to go to Mars. And that one idea separates it very sharply from the rest of the world.” And then within a company, you want the roles to be as differentiated as possible. One of the challenges in an early stage startup is that the roles tend to fluctuate a lot. Thiel believes this is one of the ways in which conflicts tend to arise. “If you were a sociopathic boss who just wanted to create conflicts amongst your employees for no reason at all, the formula for creating conflicts is to tell two people to do the exact same thing.” To summarize his point, Thiel concludes: “You want to have roles differentiated sharply differentiated within companies. And you want to have the mission of the company differentiated sharply from the rest of the world.” Video source: Saïd Business School (2015)

Peter Thiel on what most founders don’t understand about differentiation “I think you want to have very big differences inside the team, and then from the outside, you want to be seen as very different from the rest of the world.” For example, SpacEx’s mission is to go to Mars: “Everybody at the company thinks: we’re the only place in the world where people are going to go to Mars. And that one idea separates it very sharply from the rest of the world.” And then within a company, you want the roles to be as differentiated as possible. One of the challenges in an early stage startup is that the roles tend to fluctuate a lot. Thiel believes this is one of the ways in which conflicts tend to arise. “If you were a sociopathic boss who just wanted to create conflicts amongst your employees for no reason at all, the formula for creating conflicts is to tell two people to do the exact same thing.” To summarize his point, Thiel concludes: “You want to have roles differentiated sharply differentiated within companies. And you want to have the mission of the company differentiated sharply from the rest of the world.” Video source: Saïd Business School (2015)

Startup Archive

43,752 Aufrufe • vor 11 Monaten

Peter Thiel on what most founders don’t understand about differentiation “I think you want to have very big differences inside the team, and then from the outside, you want to be seen as very different from the rest of the world.” For example, SpacEx’s mission is to go to Mars: “Everybody at the company thinks: we’re the only place in the world where people are going to go to Mars. And that one idea separates it very sharply from the rest of the world.” And then within a company, you want the roles to be as differentiated as possible. One of the challenges in an early stage startup is that the roles tend to fluctuate a lot. Thiel believes this is one of the ways in which conflicts tend to arise. “If you were a sociopathic boss who just wanted to create conflicts amongst your employees for no reason at all, the formula for creating conflicts is to tell two people to do the exact same thing.” To summarize his point, Thiel concludes: “You want to have roles differentiated sharply differentiated within companies. And you want to have the mission of the company differentiated sharply from the rest of the world.” Source: Saïd Business School (May 2015)

Peter Thiel on what most founders don’t understand about differentiation “I think you want to have very big differences inside the team, and then from the outside, you want to be seen as very different from the rest of the world.” For example, SpacEx’s mission is to go to Mars: “Everybody at the company thinks: we’re the only place in the world where people are going to go to Mars. And that one idea separates it very sharply from the rest of the world.” And then within a company, you want the roles to be as differentiated as possible. One of the challenges in an early stage startup is that the roles tend to fluctuate a lot. Thiel believes this is one of the ways in which conflicts tend to arise. “If you were a sociopathic boss who just wanted to create conflicts amongst your employees for no reason at all, the formula for creating conflicts is to tell two people to do the exact same thing.” To summarize his point, Thiel concludes: “You want to have roles differentiated sharply differentiated within companies. And you want to have the mission of the company differentiated sharply from the rest of the world.” Source: Saïd Business School (May 2015)

Startup Archive

25,760 Aufrufe • vor 4 Monaten

Culture is genetic because behavior is genetic. This beaver never saw a dam in its life. No beavers or anything else ever taught it to build a dam. It wants to build a dam because it is a beaver. Many beavers together build a big dam. That is beaver culture. Humans are not different. Nothing is different. This is what life is. This is how life works. Your body is your mind. A caterpillar wants to build a chrysalis. A bee wants to build a hive. A lion wants to build a pride. You are not special. You are not above your nature. you are INSIDE of it. The thoughts that we think are genetic thoughts. The crimes we commit are genetic crimes. The art we create is genetic art. Just like this beaver, you can give the animal different sticks and it will build a different dam, but it will always build a dam. And you can give humans different "education," but the human will always use it to do what its genes tell it to do. This is the first big answer that you need. This is the biggest piece of the puzzle. This is how to understand people 90% of the way. You just... notice what they do, and get out of the way, and watch them do it. And if they need sticks, you give them sticks. And if you don't like what they do, you have to get away from them. You cannot train dam-building into them or out of them any more than you can with a beaver. A beaver wants to build a dam because it is a beaver. Whatever you see people build, that's what they wanted to build from the sticks they got in the river they were in. Stop pretending you can change it.

Culture is genetic because behavior is genetic. This beaver never saw a dam in its life. No beavers or anything else ever taught it to build a dam. It wants to build a dam because it is a beaver. Many beavers together build a big dam. That is beaver culture. Humans are not different. Nothing is different. This is what life is. This is how life works. Your body is your mind. A caterpillar wants to build a chrysalis. A bee wants to build a hive. A lion wants to build a pride. You are not special. You are not above your nature. you are INSIDE of it. The thoughts that we think are genetic thoughts. The crimes we commit are genetic crimes. The art we create is genetic art. Just like this beaver, you can give the animal different sticks and it will build a different dam, but it will always build a dam. And you can give humans different "education," but the human will always use it to do what its genes tell it to do. This is the first big answer that you need. This is the biggest piece of the puzzle. This is how to understand people 90% of the way. You just... notice what they do, and get out of the way, and watch them do it. And if they need sticks, you give them sticks. And if you don't like what they do, you have to get away from them. You cannot train dam-building into them or out of them any more than you can with a beaver. A beaver wants to build a dam because it is a beaver. Whatever you see people build, that's what they wanted to build from the sticks they got in the river they were in. Stop pretending you can change it.

hoe_math = PsychoMath

1,193,035 Aufrufe • vor 1 Jahr

#WATCH | Delhi | SEMICON India 2026 |Lars Reger from NXP Semiconductors in Netherlands, says, "The interaction was very good, not only with the ministers but also with the Prime Minister. Yesterday, we had a very fruitful CEO roundtable as well... The focus was on how we can build systems that enable a complete Indian electronics industry, not just a semiconductor industry. What we are looking at worldwide is a future that anticipates intelligent systems all around us—small robots and connected devices everywhere... We have all this silicon, but we need to train our customers and help them apply it quickly. This is an area where the Indian market is expanding rapidly at the moment, and we need to educate and support as much as we can..." He also says, "From both the government side and the industry side, we are discussing the next steps needed to support a broad student base, customer base, and startup ecosystem. We are running startup competitions, and I am actually on my way to one now that we are organizing together with Minister Goyal, to ensure that the ecosystem receives the support it needs. My comparison has always been that the Indian market is like a tiger that is ready to jump. Everyone knows India as a major R&D hub. For the past 50 years, NXP and its predecessor companies have been involved in research and development here, including hardware and software development. That is already well established. What is emerging now is the growing demand within the Indian market for electronic systems. That is extremely exciting, and we need to be well prepared to serve that market and ensure that people understand what is possible. It is a technical exercise, but it is also a communication exercise, and that is what makes it so exciting."

#WATCH | Delhi | SEMICON India 2026 |Lars Reger from NXP Semiconductors in Netherlands, says, "The interaction was very good, not only with the ministers but also with the Prime Minister. Yesterday, we had a very fruitful CEO roundtable as well... The focus was on how we can build systems that enable a complete Indian electronics industry, not just a semiconductor industry. What we are looking at worldwide is a future that anticipates intelligent systems all around us—small robots and connected devices everywhere... We have all this silicon, but we need to train our customers and help them apply it quickly. This is an area where the Indian market is expanding rapidly at the moment, and we need to educate and support as much as we can..." He also says, "From both the government side and the industry side, we are discussing the next steps needed to support a broad student base, customer base, and startup ecosystem. We are running startup competitions, and I am actually on my way to one now that we are organizing together with Minister Goyal, to ensure that the ecosystem receives the support it needs. My comparison has always been that the Indian market is like a tiger that is ready to jump. Everyone knows India as a major R&D hub. For the past 50 years, NXP and its predecessor companies have been involved in research and development here, including hardware and software development. That is already well established. What is emerging now is the growing demand within the Indian market for electronic systems. That is extremely exciting, and we need to be well prepared to serve that market and ensure that people understand what is possible. It is a technical exercise, but it is also a communication exercise, and that is what makes it so exciting."

ANI

22,517 Aufrufe • vor 1 Monat

Jensen Huang on how to maintain conviction in the early days of a startup Nvidia almost failed several times in the company’s early history. Jensen is asked how he maintained conviction during the times when it looked like the company would fail, to which he responds: “You have to reason all the way back to whatever first principles you can hang on to — as far back as you can. Now once you do that, and you’ve come to the conclusion that all of the information that you have causes you to believe what you believe, you have to decide: Am I going to be somebody who does something about it? Or do I just become one of those people who says something like, ‘Oh yeah, I knew that” but you did nothing about it?” He continues: “I tend to be somebody who would reason about these things and believe it so deeply that I could see it in my head. And once I could see it in my head, as far as I’m concerned, it might as well be real. Everything else is just details.” Jensen offers founders the following advice: “Manifest your belief as deeply as you can, and then after that, you’re hard to dissuade.” But he makes an important caveat: “Every single day, I gut-check all of the assumptions that I made and used to reason about the strategy. I’m constantly reevaluating if the assumptions or principles that I used were flawed. I’m constantly learning through failure, and I’m quick to adapt. And by adapting, you get to stay in the game . . . Oftentimes people have a hard time pivoting because they feel that their ego is somehow tied to the decision they made or something they said . . . You have to be intellectually honest.” Source: The Cambridge Union (Nov 2025)

Jensen Huang on how to maintain conviction in the early days of a startup Nvidia almost failed several times in the company’s early history. Jensen is asked how he maintained conviction during the times when it looked like the company would fail, to which he responds: “You have to reason all the way back to whatever first principles you can hang on to — as far back as you can. Now once you do that, and you’ve come to the conclusion that all of the information that you have causes you to believe what you believe, you have to decide: Am I going to be somebody who does something about it? Or do I just become one of those people who says something like, ‘Oh yeah, I knew that” but you did nothing about it?” He continues: “I tend to be somebody who would reason about these things and believe it so deeply that I could see it in my head. And once I could see it in my head, as far as I’m concerned, it might as well be real. Everything else is just details.” Jensen offers founders the following advice: “Manifest your belief as deeply as you can, and then after that, you’re hard to dissuade.” But he makes an important caveat: “Every single day, I gut-check all of the assumptions that I made and used to reason about the strategy. I’m constantly reevaluating if the assumptions or principles that I used were flawed. I’m constantly learning through failure, and I’m quick to adapt. And by adapting, you get to stay in the game . . . Oftentimes people have a hard time pivoting because they feel that their ego is somehow tied to the decision they made or something they said . . . You have to be intellectually honest.” Source: The Cambridge Union (Nov 2025)

Startup Archive

17,985 Aufrufe • vor 4 Monaten

Jensen Huang on what it takes to survive as a founder: "Our company wanted it more than everybody else. I do believe that as a company, and as an entrepreneur, you have to want to succeed more than your competitors want you not to. And that is hard to teach. Somebody said recently that I'm the most tenacious CEO they've ever seen. I'm not exactly sure whether that's a compliment or not, but my will to survive exceeds almost everybody else's will to kill me. And so I think that's probably appropriate."

Jensen Huang on what it takes to survive as a founder: "Our company wanted it more than everybody else. I do believe that as a company, and as an entrepreneur, you have to want to succeed more than your competitors want you not to. And that is hard to teach. Somebody said recently that I'm the most tenacious CEO they've ever seen. I'm not exactly sure whether that's a compliment or not, but my will to survive exceeds almost everybody else's will to kill me. And so I think that's probably appropriate."

Startup Wisdom

28,342 Aufrufe • vor 1 Monat

$ABCL CEO Carl Hansen explains the net negative overall value creation in biotech and how AbCellera plans to beat it: “I really think it can be beat because there’s a lot of mistakes that get made in where you allocate capital.” “If you’re a biotech and you start a company on a drug, and you go public and have a drug, and now the data is looking not that great, you just keep running that drug. … Because if you quit that drug, the company is done.” “So, because you’re so concentrated on one thing, you end up having blinders. It’s like a cult of a molecule. And even a real, practical, capital access problem that makes you continue to move things forward” ______________________________________ “Another problem is that many of the drugs that get started, get started by people who don’t understand the competitive or commercial landscape and have no intent of ever actually manufacturing it. … Because they know someone else is going to buy it. So then their framework is not ‘Am I making a drug that’s going to make a difference for people?’ The framework is ‘Can I make something that I think someone will take off my hands?’ And that happens a lot.” “There are many acquisitions where a big pharma company spends $10B, $20B, and it’s a complete bust. So really no value is generated for patients but someone was able to get a good exit on that because they anticipated what someone would want. And a lot of decision making gets done like that”. _______________________________________ “I’m not saying that we have this all solved. But what we’re trying to do is create a framework where we are able to take many bets so that we don’t fall in love with anything, or we don’t have to fall in love with anything. … And then always hold up very explicitly what we know and what we don’t know along the dimensions that matter. The dimensions that matter are - Will it work? That’s a science. - When it gets where will people care? - Is it differentiated? - Does it solve a big problem? In order to get it there, is there a path with our resources and expertise that would allow us to see it through?” “When you start to hold things up like that, you start to see where the mistakes are, where the uncertainties are, and you can be more rational in deciding ‘We’re going to run it to here because we get to flip the card and if the card goes the wrong way we’re going to kill it because we’ve got something else behind it.’” “I do think that if done right, and if you can pick the right opportunities, the success rate can be well higher than an order of magnitude better. … And there are examples of this… companies I’ve mentioned, you know, Regeneron, their success rate is at least 10x the industry in bringing programs forward and getting them approved. … So it’s… you can do it better that way”

$ABCL CEO Carl Hansen explains the net negative overall value creation in biotech and how AbCellera plans to beat it: “I really think it can be beat because there’s a lot of mistakes that get made in where you allocate capital.” “If you’re a biotech and you start a company on a drug, and you go public and have a drug, and now the data is looking not that great, you just keep running that drug. … Because if you quit that drug, the company is done.” “So, because you’re so concentrated on one thing, you end up having blinders. It’s like a cult of a molecule. And even a real, practical, capital access problem that makes you continue to move things forward” “Another problem is that many of the drugs that get started, get started by people who don’t understand the competitive or commercial landscape and have no intent of ever actually manufacturing it. … Because they know someone else is going to buy it. So then their framework is not ‘Am I making a drug that’s going to make a difference for people?’ The framework is ‘Can I make something that I think someone will take off my hands?’ And that happens a lot.” “There are many acquisitions where a big pharma company spends $10B, $20B, and it’s a complete bust. So really no value is generated for patients but someone was able to get a good exit on that because they anticipated what someone would want. And a lot of decision making gets done like that”. _ “I’m not saying that we have this all solved. But what we’re trying to do is create a framework where we are able to take many bets so that we don’t fall in love with anything, or we don’t have to fall in love with anything. … And then always hold up very explicitly what we know and what we don’t know along the dimensions that matter. The dimensions that matter are - Will it work? That’s a science. - When it gets where will people care? - Is it differentiated? - Does it solve a big problem? In order to get it there, is there a path with our resources and expertise that would allow us to see it through?” “When you start to hold things up like that, you start to see where the mistakes are, where the uncertainties are, and you can be more rational in deciding ‘We’re going to run it to here because we get to flip the card and if the card goes the wrong way we’re going to kill it because we’ve got something else behind it.’” “I do think that if done right, and if you can pick the right opportunities, the success rate can be well higher than an order of magnitude better. … And there are examples of this… companies I’ve mentioned, you know, Regeneron, their success rate is at least 10x the industry in bringing programs forward and getting them approved. … So it’s… you can do it better that way”

Jack Prescott

31,665 Aufrufe • vor 3 Monaten

Marc Andreessen on how to get people to join your 3-person startup Marc says founders have two tools at their disposal to win new hires: 1) Stock options, and 2) vision. He explains: “The best entrepreneurs are really good at selling people on their company precisely because they can explain how the world is going to look in a way that is so compelling.” Marc points to Steve Jobs’s “reality distortion field” as the epitome of this: “If you get within 10 feet of Steve Jobs, whatever he says in the next 20 minutes, you’re going to walk out of there believing. He can say that the sky is purple, and you’re like yep that makes total sense . . . The best entrepreneurs all tend to have that in common and tend to be really good at that. It’s essentially sales — selling to employees. It’s an incredibly valuable skill to be able to do that. That plus stock options.” The other thing Marc has observed about hiring over the years is that right employees have to self-select into your company, even though that can be incredibly frustrating at times: “If you hired all the people you interviewed, it would turn out that 2/3rds or 3/4ths of them you probably shouldn’t have hired anyway. So what the best companies do is they provide a very stark idea of what the company is and what is it isn’t: ‘We are a company where people are expected to work 18 hour days and if you don’t like that, don’t come here’ or ‘We are a company where people expect to go home at 5pm every day and if you think that’ll be frustrating’ — whatever it is.” Marc gives the humorous example of Asana where it was a requirement that the whole company did yoga together: “If you like yoga, this is the company for you. If you don’t like yoga, don’t go there. You’re going to be asked to put your feet in positions that you’re completely uncomfortable with.” He continues: “I think the very best companies tend to be polarizing. So if in your hiring process, you’re turning people off as much as you’re turning them on because they’re deciding ‘this is clearly not the right fit for me,’ I think that’s a good thing.”

Marc Andreessen on how to get people to join your 3-person startup Marc says founders have two tools at their disposal to win new hires: 1) Stock options, and 2) vision. He explains: “The best entrepreneurs are really good at selling people on their company precisely because they can explain how the world is going to look in a way that is so compelling.” Marc points to Steve Jobs’s “reality distortion field” as the epitome of this: “If you get within 10 feet of Steve Jobs, whatever he says in the next 20 minutes, you’re going to walk out of there believing. He can say that the sky is purple, and you’re like yep that makes total sense . . . The best entrepreneurs all tend to have that in common and tend to be really good at that. It’s essentially sales — selling to employees. It’s an incredibly valuable skill to be able to do that. That plus stock options.” The other thing Marc has observed about hiring over the years is that right employees have to self-select into your company, even though that can be incredibly frustrating at times: “If you hired all the people you interviewed, it would turn out that 2/3rds or 3/4ths of them you probably shouldn’t have hired anyway. So what the best companies do is they provide a very stark idea of what the company is and what is it isn’t: ‘We are a company where people are expected to work 18 hour days and if you don’t like that, don’t come here’ or ‘We are a company where people expect to go home at 5pm every day and if you think that’ll be frustrating’ — whatever it is.” Marc gives the humorous example of Asana where it was a requirement that the whole company did yoga together: “If you like yoga, this is the company for you. If you don’t like yoga, don’t go there. You’re going to be asked to put your feet in positions that you’re completely uncomfortable with.” He continues: “I think the very best companies tend to be polarizing. So if in your hiring process, you’re turning people off as much as you’re turning them on because they’re deciding ‘this is clearly not the right fit for me,’ I think that’s a good thing.”

Startup Archive

69,518 Aufrufe • vor 9 Monaten

Jensen Huang: the first thing you should do when deploying an AI agent is take away all of its rights. “Then you give it access to files, data, tools, the network, or even the internet only if it needs it.” “You don’t put an agent into your company and give it access to everything.” “We don’t give that to people. We don’t give that to any level of executive.” “We have to apply the same philosophy to AI agents.” “That’s what OpenShell is: a force field around the agent, provisioning rights, responsibilities and access.”

Jensen Huang: the first thing you should do when deploying an AI agent is take away all of its rights. “Then you give it access to files, data, tools, the network, or even the internet only if it needs it.” “You don’t put an agent into your company and give it access to everything.” “We don’t give that to people. We don’t give that to any level of executive.” “We have to apply the same philosophy to AI agents.” “That’s what OpenShell is: a force field around the agent, provisioning rights, responsibilities and access.”

Veee

401,291 Aufrufe • vor 1 Monat

Why NVIDIA founder Jensen Huang wouldn’t start a company if he had to do it all over again In this clip from the Acquired podcast, Jensen is asked what company he would start if he was 30 years old again today. His response: “I wouldn’t do it.” “Building a company and building NVIDIA turned out to have been a million times harder than any of us expected it to be. And at the time, if we realized the pain and suffering and just how vulnerable you’re going to feel and the challenges that you’re going to endure, the embarrassment and the shame, and the list of all the things that go wrong—I don’t think anybody would start a company.” Jensen believes that the superpower of entrepreneur is that they don’t know how hard it is. They only ask themselves: How hard can it be? “You have to get yourself to believe that it’s not that hard because it’s way harder than you think. And if—taking all of my knowledge now—I go back, and I said I’m going to endure that whole journey again, I think it’s too much. It is just too much.” And he believes entrepreneurs need to surround themselves with supportive family, friends and colleagues. “You need the unwavering support of the people around you… I’m pretty sure that almost every successful company and entrepreneur that has gone through some difficult challenges had that support system around them.” Video source: Acquired Podcast (2023)

Why NVIDIA founder Jensen Huang wouldn’t start a company if he had to do it all over again In this clip from the Acquired podcast, Jensen is asked what company he would start if he was 30 years old again today. His response: “I wouldn’t do it.” “Building a company and building NVIDIA turned out to have been a million times harder than any of us expected it to be. And at the time, if we realized the pain and suffering and just how vulnerable you’re going to feel and the challenges that you’re going to endure, the embarrassment and the shame, and the list of all the things that go wrong—I don’t think anybody would start a company.” Jensen believes that the superpower of entrepreneur is that they don’t know how hard it is. They only ask themselves: How hard can it be? “You have to get yourself to believe that it’s not that hard because it’s way harder than you think. And if—taking all of my knowledge now—I go back, and I said I’m going to endure that whole journey again, I think it’s too much. It is just too much.” And he believes entrepreneurs need to surround themselves with supportive family, friends and colleagues. “You need the unwavering support of the people around you… I’m pretty sure that almost every successful company and entrepreneur that has gone through some difficult challenges had that support system around them.” Video source: Acquired Podcast (2023)

Startup Archive

34,431 Aufrufe • vor 1 Jahr

Chamath Palihapitiya on the growth principles that got Facebook to billions of users “The most important thing we did was I teased out virality, and said, ‘You cannot do it. Don’t talk about it. Don’t touch it. I don’t want you to give me any product plans that revolve around this idea of virality. I don’t want to hear it.” Instead, Chamath urged the growth team at Facebook to focus on “the three most difficult and hard problems that any consumer product has to deal with”: How do you get people in the front door? How do you get them to an aha moment as quickly as possible? How do you deliver core product value as often as possible? Chamath warns that focusing on virality is why you see so many startups experience this amazingly steep rise and then fall off a cliff. The second thing he set out to do at Facebook was invalidate all of the lore: “In any given product, there’s always people who strut out around the office like, ‘I have this gut feeling.’ It’s all about gut feeling. And most people’s gut feelings are morons. They don’t know what they’re talking about. Gut feel is not useful because most people can’t predict correctly. We know this. So one of the most important things that we did was just invalidate all of the lore… You can’t believe your own BS. Because when you do, you start to compound these massively structural mistakes that don’t expose core product value… You don’t listen to customers because you think it’s all about your gut. You don’t bother doing any of the traditional, straightforward, obvious things, and you lose yourself.” As Chamath explains, a maniacal focus on delivering core product value as frequently and fast as possible is what led Facebook to its most important realization: “The single biggest thing we realized was to get any individual to 7 friends in 10 days. That was it… There was not much more complexity than that. There’s an entire team now of hundreds of people that have helped ramp this product to a billion users, based on that one simple rule — a very elegant statement of what it was to capture core product value… And then what we did at the company was talk about nothing else. Every Q&A. Every all-hands… It was the single, sole focus.” He continues: “You have to work backwards from: What is the thing that people are here to do? What is the ‘aha moment’ that they want? Why can I not give that to them as fast as possible? That’s how you win.” Chamath recommends starting with a cohort of your most engaged users — What features are they using? What pathways in your product did they take? Then work backwards and try to get all of your other users to that same state. Source: Gagan Biyani 🏛 (Jan 2013)

Chamath Palihapitiya on the growth principles that got Facebook to billions of users “The most important thing we did was I teased out virality, and said, ‘You cannot do it. Don’t talk about it. Don’t touch it. I don’t want you to give me any product plans that revolve around this idea of virality. I don’t want to hear it.” Instead, Chamath urged the growth team at Facebook to focus on “the three most difficult and hard problems that any consumer product has to deal with”: How do you get people in the front door? How do you get them to an aha moment as quickly as possible? How do you deliver core product value as often as possible? Chamath warns that focusing on virality is why you see so many startups experience this amazingly steep rise and then fall off a cliff. The second thing he set out to do at Facebook was invalidate all of the lore: “In any given product, there’s always people who strut out around the office like, ‘I have this gut feeling.’ It’s all about gut feeling. And most people’s gut feelings are morons. They don’t know what they’re talking about. Gut feel is not useful because most people can’t predict correctly. We know this. So one of the most important things that we did was just invalidate all of the lore… You can’t believe your own BS. Because when you do, you start to compound these massively structural mistakes that don’t expose core product value… You don’t listen to customers because you think it’s all about your gut. You don’t bother doing any of the traditional, straightforward, obvious things, and you lose yourself.” As Chamath explains, a maniacal focus on delivering core product value as frequently and fast as possible is what led Facebook to its most important realization: “The single biggest thing we realized was to get any individual to 7 friends in 10 days. That was it… There was not much more complexity than that. There’s an entire team now of hundreds of people that have helped ramp this product to a billion users, based on that one simple rule — a very elegant statement of what it was to capture core product value… And then what we did at the company was talk about nothing else. Every Q&A. Every all-hands… It was the single, sole focus.” He continues: “You have to work backwards from: What is the thing that people are here to do? What is the ‘aha moment’ that they want? Why can I not give that to them as fast as possible? That’s how you win.” Chamath recommends starting with a cohort of your most engaged users — What features are they using? What pathways in your product did they take? Then work backwards and try to get all of your other users to that same state. Source: Gagan Biyani 🏛 (Jan 2013)

Startup Archive

31,680 Aufrufe • vor 4 Monaten