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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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63,921 次观看 • 10 个月前 •via X (Twitter)

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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 次观看 • 7 个月前

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

27,436 次观看 • 1 年前

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 次观看 • 4 个月前

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 次观看 • 1 个月前

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

132,358 次观看 • 10 个月前

CBS’s Nathaniel E Burleson on combating anti-Semitism: “[W]hen any group is under attack, you are looking for government intervention, of course, and then also civilian allies. So, as we stand here right now, what can we do to help the Jewish people feel safer?” Tishby: “Thank you so much for actually asking us this question. This is such a beautiful thing and so important. So, listen, first of all, strong language against it. The second thing is strong actions against it. And to be honest, one of the most powerful things that anybody can do, any government, any organization, any group, any company, is adopt what is called the IHRA definition of antisemitism, the International Holocaust Alliance Definition of antisemitism is non- binding, nonlegal definition, the prism from which to see what antisemitism is because a lot of people don’t understand what it is. If you understand what it is as a company, as an organization, as a government, you can actually fight against it. We need to acknowledge, this threat is real, this threat is lethal. It is killing people and we have to stop it.” Burleson: “It is happening.” Tishby: “It has to stop.”

CBS’s Nathaniel E Burleson on combating anti-Semitism: “[W]hen any group is under attack, you are looking for government intervention, of course, and then also civilian allies. So, as we stand here right now, what can we do to help the Jewish people feel safer?” Tishby: “Thank you so much for actually asking us this question. This is such a beautiful thing and so important. So, listen, first of all, strong language against it. The second thing is strong actions against it. And to be honest, one of the most powerful things that anybody can do, any government, any organization, any group, any company, is adopt what is called the IHRA definition of antisemitism, the International Holocaust Alliance Definition of antisemitism is non- binding, nonlegal definition, the prism from which to see what antisemitism is because a lot of people don’t understand what it is. If you understand what it is as a company, as an organization, as a government, you can actually fight against it. We need to acknowledge, this threat is real, this threat is lethal. It is killing people and we have to stop it.” Burleson: “It is happening.” Tishby: “It has to stop.”

Curtis Houck

55,766 次观看 • 7 个月前

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 次观看 • 3 个月前

Palmer Luckey: “It doesn’t take that much bravery when you’re young to start a company” “Everyone talks about how scary it is to start a company, but it really depends on where you are in your life. If you are someone with a family and with kids and with a stable job, then that totally makes sense. What I don’t buy - and I always push back on - is this idea that starting a company as a recent college graduate or someone taking a break from college is some kind of crazy, incredible sacrifice…. You don’t have a family to take care of. You don’t have a mortgage. You don’t have a career. You have nothing.” Palmer continues: “I guess dropping out of school, maybe. But if you can get your head past that, then it’s actually pretty easy. Usually what I tell people is - if you’re going to start a company, realize the stakes are lower when you’re young than they will ever be… I don’t think it takes that much bravery when you’re young to start a company. And I think more people should do that and recognize that really they’re a coward for not … You have nowhere to go but up and nothing to waste but time.” Video source: Internet Marketing (2021)

Palmer Luckey: “It doesn’t take that much bravery when you’re young to start a company” “Everyone talks about how scary it is to start a company, but it really depends on where you are in your life. If you are someone with a family and with kids and with a stable job, then that totally makes sense. What I don’t buy - and I always push back on - is this idea that starting a company as a recent college graduate or someone taking a break from college is some kind of crazy, incredible sacrifice…. You don’t have a family to take care of. You don’t have a mortgage. You don’t have a career. You have nothing.” Palmer continues: “I guess dropping out of school, maybe. But if you can get your head past that, then it’s actually pretty easy. Usually what I tell people is - if you’re going to start a company, realize the stakes are lower when you’re young than they will ever be… I don’t think it takes that much bravery when you’re young to start a company. And I think more people should do that and recognize that really they’re a coward for not … You have nowhere to go but up and nothing to waste but time.” Video source: Internet Marketing (2021)

Startup Archive

119,063 次观看 • 10 个月前

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 次观看 • 7 个月前

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

25,454 次观看 • 25 天前

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

1,189,824 次观看 • 11 个月前

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 次观看 • 1 个月前

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 次观看 • 5 个月前

Elon Musk: Let's not forget we're here to make useful products that people love. “We should remember that our goal as a company is to make amazing products that people love. A company is a group of people collected together to produce a compelling product or service that others find useful, and where the value of the product and service is greater than the cost of what it took to make that product or service. Sometimes, weirdly, profit is viewed negatively. But profit is just the difference in value between the output and the input. What did it cost you to make it, and what are people prepared to pay for it? That's the value that you created. It's tough actually, even to maintain a 10% profitability, which is to make the output 10% more valuable than the input. We should not lose sight of why we are here. We're here to make useful products that people love and take care of them over time.” Tesla All-Hands, March 20, 2025

Elon Musk: Let's not forget we're here to make useful products that people love. “We should remember that our goal as a company is to make amazing products that people love. A company is a group of people collected together to produce a compelling product or service that others find useful, and where the value of the product and service is greater than the cost of what it took to make that product or service. Sometimes, weirdly, profit is viewed negatively. But profit is just the difference in value between the output and the input. What did it cost you to make it, and what are people prepared to pay for it? That's the value that you created. It's tough actually, even to maintain a 10% profitability, which is to make the output 10% more valuable than the input. We should not lose sight of why we are here. We're here to make useful products that people love and take care of them over time.” Tesla All-Hands, March 20, 2025

ELON CLIPS

16,905 次观看 • 1 年前

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

34,405 次观看 • 1 年前

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 次观看 • 23 天前

“How are you mad that Trump is trying to make this Country great?! Even if you don’t like the guy, how are you mad that he wants to find a way that we don’t have to pay as much taxes?!” MAKE IT MAKE SENSE 🔥👇🏼

“How are you mad that Trump is trying to make this Country great?! Even if you don’t like the guy, how are you mad that he wants to find a way that we don’t have to pay as much taxes?!” MAKE IT MAKE SENSE 🔥👇🏼

TONY™

183,341 次观看 • 1 年前

Ben Horowitz explains the two things every successful technology startup must do 1. Build a product that improves how some large group of people does something by 10x. “You have to build a transformational product. There is no way to build a great new company without a great product… If you look at the great technology companies, the thing that distinguishes them is the ability to keep coming up with a better way of doing things.” 2. Taking the market. “You can come up with the best product, but if you don’t [take the market], you really don’t have a company. Most technology businesses are network effects businesses. You have to win… If you’re an engineer, what business skills do you need to build a technology company? They’re all around the skills that you need to win the market. How do you out-market, out-sell, and beat the competition?… Do you build a good enough company that you go win?” Video Source: UC Berkeley

Ben Horowitz explains the two things every successful technology startup must do 1. Build a product that improves how some large group of people does something by 10x. “You have to build a transformational product. There is no way to build a great new company without a great product… If you look at the great technology companies, the thing that distinguishes them is the ability to keep coming up with a better way of doing things.” 2. Taking the market. “You can come up with the best product, but if you don’t [take the market], you really don’t have a company. Most technology businesses are network effects businesses. You have to win… If you’re an engineer, what business skills do you need to build a technology company? They’re all around the skills that you need to win the market. How do you out-market, out-sell, and beat the competition?… Do you build a good enough company that you go win?” Video Source: UC Berkeley

Startup Archive

77,268 次观看 • 1 年前

“We went through a very dark chapter. But is that who we were meant to be? Is that what Rwandans wanted for themselves? Even if some people at the time wanted it that way, our responsibility today is to say: no. It is our history, but it is not who we should have been, and it is not who we should become. That is what liberation means. It means that, as Rwandans, we freed ourselves. You live for what you truly believe in, to the point where, if necessary, you are ready to die for it. That is where Rwanda stands today, whether some people like it or not.” President Kagame | Unity Club Meeting.

“We went through a very dark chapter. But is that who we were meant to be? Is that what Rwandans wanted for themselves? Even if some people at the time wanted it that way, our responsibility today is to say: no. It is our history, but it is not who we should have been, and it is not who we should become. That is what liberation means. It means that, as Rwandans, we freed ourselves. You live for what you truly believe in, to the point where, if necessary, you are ready to die for it. That is where Rwanda stands today, whether some people like it or not.” President Kagame | Unity Club Meeting.

Presidency | Rwanda

27,148 次观看 • 1 个月前

YOKO ONO: ONOCHORD, VENICE, 2004 Yoko: The world is divided in two industries. One is the War Industry and the other is the Peace Industry. The people in the War Industry are totally together. They don't have to talk to each other, even. They know exactly what they want to do. They want to go out there, kill and make money. But the people in the Peace Industry, which are us - we are so idealistic that each one of us criticises the other Peace Person in the Peace Industry. And we are always just arguing and we are wasting our energies doing that. So let's just forgive each other and see that we are in the Peace Industry and that's all that counts. Even if you are not marching for peace, just be yourself, being a florist, being a merchant, being a talior, anything. That way you're contributing to the Peace Industry. People are just concentrating on fear, confusion and anger. And therefore just for a moment, I'd like us to think about Love. In a very magical, straight way, John and I met in London and from then on we stood for Peace and Love. And when I do this kind of event. Well it is... I was inspired to do it, but I still think that I'm still with John in spirit. John and I created the country called Nutopia. Not Utopia, because there was Utopia as a concept already. And we wanted to create a new concept, so we just added N on it - Nutopia - and as a country. Well, that is the concept of a country. And we all are citizens of that country. And in my apartment in the Dakota Building, we put a little plaque on the back door, the kitchen door. It says 'Nutopian Embassy' and even now we have that. (laughs). Nutopia exists in our minds. And because of that, some people want to rebel against it. The reason some want to rebel against it is a good proof that it exists. I think that it was a terrible thing that happened in Chechnya. But we have to still keep our hopes up. And instead of giving up, we have to keep on sending the message of Love to each other. You say that I am the Ambassador of Peace. We are all Ambassadors of Peace. You are too. Everybody in this room are Ambassadors of Peace. Just the fact that we are not participating in War. The fact that we are here, and we are what we are, means that we are in the Peace Industry. All of us. John and I used to say that our apartment in the Dakota is a conceptual monastry, just for the two of us. And when we go out of the Dakota, we get so many people communicating with us, so it's very important that we had silence and quietness. And my apartment is a very small space compared to the world. And I need that for my peace of mind. You should be kind to each other. You should come together, hug each other, love each other, express our love to each other and we should make it work. We should finally create a world that is a totally an Earth for Us. So let's do it. Yoko Ono, OpenAsia Press Conference, whilst exhibiting Onochord, 2004 by Yoko Ono (Nutopia) at the Venice Biennale: OpenAsia 2004, Lido Di Venezia, Venice, Italy, 9 September 2004.

YOKO ONO: ONOCHORD, VENICE, 2004 Yoko: The world is divided in two industries. One is the War Industry and the other is the Peace Industry. The people in the War Industry are totally together. They don't have to talk to each other, even. They know exactly what they want to do. They want to go out there, kill and make money. But the people in the Peace Industry, which are us - we are so idealistic that each one of us criticises the other Peace Person in the Peace Industry. And we are always just arguing and we are wasting our energies doing that. So let's just forgive each other and see that we are in the Peace Industry and that's all that counts. Even if you are not marching for peace, just be yourself, being a florist, being a merchant, being a talior, anything. That way you're contributing to the Peace Industry. People are just concentrating on fear, confusion and anger. And therefore just for a moment, I'd like us to think about Love. In a very magical, straight way, John and I met in London and from then on we stood for Peace and Love. And when I do this kind of event. Well it is... I was inspired to do it, but I still think that I'm still with John in spirit. John and I created the country called Nutopia. Not Utopia, because there was Utopia as a concept already. And we wanted to create a new concept, so we just added N on it - Nutopia - and as a country. Well, that is the concept of a country. And we all are citizens of that country. And in my apartment in the Dakota Building, we put a little plaque on the back door, the kitchen door. It says 'Nutopian Embassy' and even now we have that. (laughs). Nutopia exists in our minds. And because of that, some people want to rebel against it. The reason some want to rebel against it is a good proof that it exists. I think that it was a terrible thing that happened in Chechnya. But we have to still keep our hopes up. And instead of giving up, we have to keep on sending the message of Love to each other. You say that I am the Ambassador of Peace. We are all Ambassadors of Peace. You are too. Everybody in this room are Ambassadors of Peace. Just the fact that we are not participating in War. The fact that we are here, and we are what we are, means that we are in the Peace Industry. All of us. John and I used to say that our apartment in the Dakota is a conceptual monastry, just for the two of us. And when we go out of the Dakota, we get so many people communicating with us, so it's very important that we had silence and quietness. And my apartment is a very small space compared to the world. And I need that for my peace of mind. You should be kind to each other. You should come together, hug each other, love each other, express our love to each other and we should make it work. We should finally create a world that is a totally an Earth for Us. So let's do it. Yoko Ono, OpenAsia Press Conference, whilst exhibiting Onochord, 2004 by Yoko Ono (Nutopia) at the Venice Biennale: OpenAsia 2004, Lido Di Venezia, Venice, Italy, 9 September 2004.

Yoko Ono

35,208 次观看 • 2 年前