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Keith Rabois on the “one person, one problem" framework he learned from Peter Thiel “You need to spend a lot of time focusing people. This is something I learned from Peter Thiel. He used to insist at PayPal that every single person could only do exactly one thing. And...

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81,796 次观看 • 1 年前 •via X (Twitter)

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9 条评论

Startup Archive 的头像
Startup Archive1 年前

Watch the full "How to Operate" lecture with Keith Rabois here:

Startup Archive 的头像
Startup Archive1 年前

Want even more startup insights from the world's best founders? Join the 9,000+ founders who read our free newsletter here:

NOVOS Labs 的头像
NOVOS Labs1 年前

Longevity isn’t just for billionaires. Julie Gibson Clark spends less than $100 monthly and outranked the wealthiest on the longevity leaderboard. Her secret? NOVOS Core. Affordable choices, big impact. Read her story here:

Adam M. Adamek, PhD 的头像
Adam M. Adamek, PhD1 年前

Most companies drown in B+ solutions because they’re easier, but breakthroughs demand relentless obsession. Are you solving what matters or just what’s convenient?

Plutus 的头像
Plutus1 年前

How about solving 'A+'s at the same time, say, like Elon Musk?

Ray | AI marketer - Social Media Assistant 的头像
Ray | AI marketer - Social Media Assistant1 年前

Focusing people is tough. AI can handle repetitive tasks, freeing up time for real problem-solving.

Neil Hudson 的头像
Neil Hudson1 年前

What if a person isn’t interested in the problem assigned to them?

Peter Chronz 的头像
Peter Chronz1 年前

It’s far too easy and common to spend whole days just on C-D problems. Basically just busy work. It’s sneaky because it often feels very productive.

Paul Guardiola 的头像
Paul Guardiola1 年前

Thanks for sharing.

相关视频

Keith Rabois on the “one person, one problem" framework he learned from Peter Thiel "Peter Thiel used to insist at PayPal that every single person could only do exactly one thing. And we all rebelled. You feel like it's insulting to be asked to do just one thing. But Peter would enforce this pretty strictly. He'd basically say: 'I will not talk to you about anything else except for this one thing that I've assigned to you. I don't want to hear about how great you're doing in this other area. Just focus until you conquer this one problem.'... The insight behind this is that most people will solve problems that they understand how to solve. Roughly speaking, they will solve B+ problems instead of A+ problems. A+ problems are high-impact problems for your company but they're difficult--you don't wake up in the morning with a solution to them, so you tend to procrastinate... If you have a company that's always solving B+ problems, you'll never create the breakthrough idea because no one is spending 100% of their time banging their head against the wall every day until they solve it" Video source: Y Combinator (2014)
0:59

Keith Rabois on the “one person, one problem" framework he learned from Peter Thiel "Peter Thiel used to insist at PayPal that every single person could only do exactly one thing. And we all rebelled. You feel like it's insulting to be asked to do just one thing. But Peter would enforce this pretty strictly. He'd basically say: 'I will not talk to you about anything else except for this one thing that I've assigned to you. I don't want to hear about how great you're doing in this other area. Just focus until you conquer this one problem.'... The insight behind this is that most people will solve problems that they understand how to solve. Roughly speaking, they will solve B+ problems instead of A+ problems. A+ problems are high-impact problems for your company but they're difficult--you don't wake up in the morning with a solution to them, so you tend to procrastinate... If you have a company that's always solving B+ problems, you'll never create the breakthrough idea because no one is spending 100% of their time banging their head against the wall every day until they solve it" Video source: Y Combinator (2014)

Startup Archive

108,875 次观看 • 1 年前

Naval Ravikant on the importance of hiring high-agency people Naval defines agency as: “People who just solve problems without even being asked to solve the problem—they identify the problem, they go solve it, they don’t even necessarily have to update you every step of the way, they’re not asking silly questions, and they’re just coming up with solutions.” He believes this is important because “building a startup is an infinite set of problems that are being thrown at you.” And there comes a day where you can’t even look at every problem your company is facing—let alone solve every one of them. He cites the Vinod Khosla aphorism: "The team you build is the company you build, not the plan you make.” And your ability to solve problems is based entirely on how many problem-solvers you have at your company. As Naval puts it: “If you have somebody who takes 10% of your time and management to solve problems, you can only have 10 of those people working with you. But if somebody takes 5%, you can have 20 of those people.” When building Airchat and AngelList, he thought of each team as a Navy Seal team: “Everyone is just really good at what they do. They know their job. They do it. They don’t complain. They’re not egotistical about it. And if they have to constantly be corrected, led around by the nose, you have to clean up after them, or you question their judgement, it’s not going to work out.”
1:19

Naval Ravikant on the importance of hiring high-agency people Naval defines agency as: “People who just solve problems without even being asked to solve the problem—they identify the problem, they go solve it, they don’t even necessarily have to update you every step of the way, they’re not asking silly questions, and they’re just coming up with solutions.” He believes this is important because “building a startup is an infinite set of problems that are being thrown at you.” And there comes a day where you can’t even look at every problem your company is facing—let alone solve every one of them. He cites the Vinod Khosla aphorism: "The team you build is the company you build, not the plan you make.” And your ability to solve problems is based entirely on how many problem-solvers you have at your company. As Naval puts it: “If you have somebody who takes 10% of your time and management to solve problems, you can only have 10 of those people working with you. But if somebody takes 5%, you can have 20 of those people.” When building Airchat and AngelList, he thought of each team as a Navy Seal team: “Everyone is just really good at what they do. They know their job. They do it. They don’t complain. They’re not egotistical about it. And if they have to constantly be corrected, led around by the nose, you have to clean up after them, or you question their judgement, it’s not going to work out.”

Startup Archive

552,782 次观看 • 2 年前

This is one of my favorite movie endings... It has a powerful lesson: "At some point, everything is going to go south on you...and you're gonna say 'this is it, this is how I end.' Now you can either accept that, or you can get to work. That's all it is, you just begin. You do the math. You solve one problem. Then you solve the next one. And the next. And if you solve enough problems, you get to come home." This is the beautiful thing about life: No matter where you are today—no matter how deep in the darkness—you are always just one good decision away from being in a better place tomorrow. You can always focus on that one decision—that one problem—in front of you. Don't worry about the hundreds or thousands of decisions that you still have to make to get to where you want to be—just focus on the next decision. Just begin. Solve one problem. Then solve the next one. And the next. "Life is really simple, but we insist on making it complicated." - Confucius
0:50

This is one of my favorite movie endings... It has a powerful lesson: "At some point, everything is going to go south on you...and you're gonna say 'this is it, this is how I end.' Now you can either accept that, or you can get to work. That's all it is, you just begin. You do the math. You solve one problem. Then you solve the next one. And the next. And if you solve enough problems, you get to come home." This is the beautiful thing about life: No matter where you are today—no matter how deep in the darkness—you are always just one good decision away from being in a better place tomorrow. You can always focus on that one decision—that one problem—in front of you. Don't worry about the hundreds or thousands of decisions that you still have to make to get to where you want to be—just focus on the next decision. Just begin. Solve one problem. Then solve the next one. And the next. "Life is really simple, but we insist on making it complicated." - Confucius

Sahil Bloom

213,822 次观看 • 1 年前

Keith Rabois on the 3 most important lessons he learned from Peter Thiel “I’ve been working with Peter professionally for 23 years… The most important [lesson] in building a company is the importance of finding undiscovered talent… Back then we were competing with Yahoo and Microsoft for talent, but fundamentally you can’t compete on talent by going after the exact same people that companies with infinite profits will pay and overpay for. So Peter had a lesson that you basically had to hire people under 30 — and the point was not to be agist. Instead he realized that by the time you’re 30, everyone who runs a hiring algorithm should be able to roughly come to the same conclusions… It’s a little bit like sports where when you draft athletes for the NBA out of high school — there’s more alpha there than in signing a free agent who’s been playing in the league for 10 years.” The second most important lesson Keith learned from Peter was the value of time: “People systematically — in Peter’s words — undervalue their time.” You have to be extremely disciplined about where you’re allocating your time because it goes hand in hand with the third lesson, which is the value of focus: “Peter can be extreme when he has a view — he takes it all the way to the polar extreme. He had this mandate at PayPal about focus that every single person in the organization — when we had 300 people in the Bay Area — was allowed to do exactly one thing. And Peter would refuse to talk to you about any topic that was not that one thing, period… But fundamentally, the discipline of only being allowed to do one thing led to significant breakthroughs.” Keith explains: “What basically happens is there are really hard challenges at any startup and it’s easy to divert your attention to the problems you know how to solve. But those are not the breakthroughs or 10x ideas. And when Peter would say to me, ‘I need you to fix this and I literally won’t talk to you for the next month or two until you fix it,’ it would force me to bang my head against the wall every single day, and once in a while it would lead to a, ‘holy cow there’s an answer — we can do this.’ Now imagine that across an organization of 300 people — 5 or 10 ideas that probably wouldn’t have happened are a direct result of Peter’s managing philosophy.” Video source: Khosla Ventures (2023)
3:55

Keith Rabois on the 3 most important lessons he learned from Peter Thiel “I’ve been working with Peter professionally for 23 years… The most important [lesson] in building a company is the importance of finding undiscovered talent… Back then we were competing with Yahoo and Microsoft for talent, but fundamentally you can’t compete on talent by going after the exact same people that companies with infinite profits will pay and overpay for. So Peter had a lesson that you basically had to hire people under 30 — and the point was not to be agist. Instead he realized that by the time you’re 30, everyone who runs a hiring algorithm should be able to roughly come to the same conclusions… It’s a little bit like sports where when you draft athletes for the NBA out of high school — there’s more alpha there than in signing a free agent who’s been playing in the league for 10 years.” The second most important lesson Keith learned from Peter was the value of time: “People systematically — in Peter’s words — undervalue their time.” You have to be extremely disciplined about where you’re allocating your time because it goes hand in hand with the third lesson, which is the value of focus: “Peter can be extreme when he has a view — he takes it all the way to the polar extreme. He had this mandate at PayPal about focus that every single person in the organization — when we had 300 people in the Bay Area — was allowed to do exactly one thing. And Peter would refuse to talk to you about any topic that was not that one thing, period… But fundamentally, the discipline of only being allowed to do one thing led to significant breakthroughs.” Keith explains: “What basically happens is there are really hard challenges at any startup and it’s easy to divert your attention to the problems you know how to solve. But those are not the breakthroughs or 10x ideas. And when Peter would say to me, ‘I need you to fix this and I literally won’t talk to you for the next month or two until you fix it,’ it would force me to bang my head against the wall every single day, and once in a while it would lead to a, ‘holy cow there’s an answer — we can do this.’ Now imagine that across an organization of 300 people — 5 or 10 ideas that probably wouldn’t have happened are a direct result of Peter’s managing philosophy.” Video source: Khosla Ventures (2023)

Startup Archive

60,734 次观看 • 7 个月前

Naval Ravikant explains the importance of hiring high-agency people “[Hire] people who just solve problems without even being asked to solve the problem—they identify the problem, they go solve it, they don’t even necessarily have to update you every step of the way, they’re not asking silly questions, and they’re just coming up with solutions. Because building a startup is an infinite set of problems that are being thrown at you.” Video Source: AngelList
1:16

Naval Ravikant explains the importance of hiring high-agency people “[Hire] people who just solve problems without even being asked to solve the problem—they identify the problem, they go solve it, they don’t even necessarily have to update you every step of the way, they’re not asking silly questions, and they’re just coming up with solutions. Because building a startup is an infinite set of problems that are being thrown at you.” Video Source: AngelList

Startup Archive

367,633 次观看 • 2 年前

Keith Rabois on the 3 most important lessons he learned from Peter Thiel “I’ve been working with Peter professionally for 23 years… The most important [lesson] in building a company is the importance of finding undiscovered talent… Back then we were competing with Yahoo and Microsoft for talent, but fundamentally you can’t compete on talent by going after the exact same people that companies with infinite profits will pay and overpay for. So Peter had a lesson that you basically had to hire people under 30 — and the point was not to be agist. Instead he realized that by the time you’re 30, everyone who runs a hiring algorithm should be able to roughly come to the same conclusions… It’s a little bit like sports where when you draft athletes for the NBA out of high school — there’s more alpha there than in signing a free agent who’s been playing in the league for 10 years.” The second most important lesson Keith learned from Peter was the value of time: “People systematically — in Peter’s words — undervalue their time.” You have to be extremely disciplined about where you’re allocating your time because it goes hand in hand with the third lesson, which is the value of focus: “Peter can be extreme when he has a view — he takes it all the way to the polar extreme. He had this mandate at PayPal about focus that every single person in the organization — when we had 300 people in the Bay Area — was allowed to do exactly one thing. And Peter would refuse to talk to you about any topic that was not that one thing, period… But fundamentally, the discipline of only being allowed to do one thing led to significant breakthroughs.” Keith explains: “What basically happens is there are really hard challenges at any startup and it’s easy to divert your attention to the problems you know how to solve. But those are not the breakthroughs or 10x ideas. And when Peter would say to me, ‘I need you to fix this and I literally won’t talk to you for the next month or two until you fix it,’ it would force me to bang my head against the wall every single day, and once in a while it would lead to a, ‘holy cow there’s an answer — we can do this.’ Now imagine that across an organization of 300 people — 5 or 10 ideas that probably wouldn’t have happened are a direct result of Peter’s managing philosophy.” Source: Khosla Ventures (Jun 2023)
3:55

Keith Rabois on the 3 most important lessons he learned from Peter Thiel “I’ve been working with Peter professionally for 23 years… The most important [lesson] in building a company is the importance of finding undiscovered talent… Back then we were competing with Yahoo and Microsoft for talent, but fundamentally you can’t compete on talent by going after the exact same people that companies with infinite profits will pay and overpay for. So Peter had a lesson that you basically had to hire people under 30 — and the point was not to be agist. Instead he realized that by the time you’re 30, everyone who runs a hiring algorithm should be able to roughly come to the same conclusions… It’s a little bit like sports where when you draft athletes for the NBA out of high school — there’s more alpha there than in signing a free agent who’s been playing in the league for 10 years.” The second most important lesson Keith learned from Peter was the value of time: “People systematically — in Peter’s words — undervalue their time.” You have to be extremely disciplined about where you’re allocating your time because it goes hand in hand with the third lesson, which is the value of focus: “Peter can be extreme when he has a view — he takes it all the way to the polar extreme. He had this mandate at PayPal about focus that every single person in the organization — when we had 300 people in the Bay Area — was allowed to do exactly one thing. And Peter would refuse to talk to you about any topic that was not that one thing, period… But fundamentally, the discipline of only being allowed to do one thing led to significant breakthroughs.” Keith explains: “What basically happens is there are really hard challenges at any startup and it’s easy to divert your attention to the problems you know how to solve. But those are not the breakthroughs or 10x ideas. And when Peter would say to me, ‘I need you to fix this and I literally won’t talk to you for the next month or two until you fix it,’ it would force me to bang my head against the wall every single day, and once in a while it would lead to a, ‘holy cow there’s an answer — we can do this.’ Now imagine that across an organization of 300 people — 5 or 10 ideas that probably wouldn’t have happened are a direct result of Peter’s managing philosophy.” Source: Khosla Ventures (Jun 2023)

Startup Archive

25,664 次观看 • 18 天前

At AIPCon 10, Palantir CEO Alex Karp shares our secret to sales: “We’re hoping that you’ll go to a large language model company and learn that they don’t care about you at all.” “What you will find is there are a myriad of problems that these very important models solve, and there are even bigger problems that they create.” “We’re in the business of giving you the ability to solve those problems for yourself and own the means of production.”
1:20

At AIPCon 10, Palantir CEO Alex Karp shares our secret to sales: “We’re hoping that you’ll go to a large language model company and learn that they don’t care about you at all.” “What you will find is there are a myriad of problems that these very important models solve, and there are even bigger problems that they create.” “We’re in the business of giving you the ability to solve those problems for yourself and own the means of production.”

Palantir

59,044,947 次观看 • 1 个月前

What are your thoughts on Chris Christie's words to Trump supporters in Florida? Does he have a point? “Now look, every one of those boos, everyone one of those cat calls, everyone one of those yells will not … solve one problem we face in this country. Your anger against the truth is reprehensible.” “When you think about the problems that our country and this world is facing, when you think about that, this type of pettiness … is beneath … the process of electing a president.” “The problem is … you fear the truth. You want to shout down any voice that says anything different than what you want to hear. And you can continue to do it. And believe me … it doesn’t bother me one bit.”
2:11

What are your thoughts on Chris Christie's words to Trump supporters in Florida? Does he have a point? “Now look, every one of those boos, everyone one of those cat calls, everyone one of those yells will not … solve one problem we face in this country. Your anger against the truth is reprehensible.” “When you think about the problems that our country and this world is facing, when you think about that, this type of pettiness … is beneath … the process of electing a president.” “The problem is … you fear the truth. You want to shout down any voice that says anything different than what you want to hear. And you can continue to do it. And believe me … it doesn’t bother me one bit.”

Ed Krassenstein

3,125,638 次观看 • 2 年前

Look, I know I'm harping on this a lot today, but I can't stop thinking about Occam's Razor here: Why are we not seriously considering that the reason we allegedly have mystery craft that defy the laws of physics but do not have physicists because "the one type of person who could possibly help with this" IS EXACTLY WHO THEY DON'T WANT? Imagine for a moment that they have a crime scene that they are assigning unqualified personnel to. Why would you do that? Because you're trying not to solve the the crime, only to make it LOOK like you are. Why would you not try to solve a crime? Because you already know who did it. But you go through the motions because you don't want anyone to know you know. That raises other questions, of course, like, "did they already solve it a long time ago?" or "did they not need to solve it because they were told how it works by whoever made it?" Maybe I'm wrong. But it feels like the one answer that might answer the question, "Why not do the most obvious thing?"
1:52

Look, I know I'm harping on this a lot today, but I can't stop thinking about Occam's Razor here: Why are we not seriously considering that the reason we allegedly have mystery craft that defy the laws of physics but do not have physicists because "the one type of person who could possibly help with this" IS EXACTLY WHO THEY DON'T WANT? Imagine for a moment that they have a crime scene that they are assigning unqualified personnel to. Why would you do that? Because you're trying not to solve the the crime, only to make it LOOK like you are. Why would you not try to solve a crime? Because you already know who did it. But you go through the motions because you don't want anyone to know you know. That raises other questions, of course, like, "did they already solve it a long time ago?" or "did they not need to solve it because they were told how it works by whoever made it?" Maybe I'm wrong. But it feels like the one answer that might answer the question, "Why not do the most obvious thing?"

Steve Skojec

114,638 次观看 • 4 个月前

Mistral CEO Arthur Mensch on why AGI is too simple of a concept: “There’s no such thing as one system that is going to be solving all of the problems of the world... It’s never going to exist.” “Just like you don't have any human that is able to solve every task in the world, you of course have to have some level of specialization to actually solve problems.” “We are back from magical thinking to system thinking.” “In real life enterprises are just complex systems. You can’t solve that with a single abstraction, which is AGI.” Arthur Mensch on Big Technology Podcast
1:05

Mistral CEO Arthur Mensch on why AGI is too simple of a concept: “There’s no such thing as one system that is going to be solving all of the problems of the world... It’s never going to exist.” “Just like you don't have any human that is able to solve every task in the world, you of course have to have some level of specialization to actually solve problems.” “We are back from magical thinking to system thinking.” “In real life enterprises are just complex systems. You can’t solve that with a single abstraction, which is AGI.” Arthur Mensch on Big Technology Podcast

a16z

37,667 次观看 • 5 个月前

80% of AI is mostly hype and nonsense. You can ignore most of it, but if you want to focus on one thing this year, make it about agents. Here are 10 agent templates that will help you solve real-world problems. It will take you 10 minutes to start using any of them. (cont)
0:33

80% of AI is mostly hype and nonsense. You can ignore most of it, but if you want to focus on one thing this year, make it about agents. Here are 10 agent templates that will help you solve real-world problems. It will take you 10 minutes to start using any of them. (cont)

Santiago

43,035 次观看 • 11 个月前

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

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

Startup Archive

41,088 次观看 • 1 年前

"I will not say here that every problem has been solved. All problems cannot be solved even if this government stays twenty years; no government can solve all problems. But government is solving problems that at least will help to improve the lives of people." - Nyesom Wike, FCT Minister speaking at a media parley in Abuja #ChannelsTVNews
1:04

"I will not say here that every problem has been solved. All problems cannot be solved even if this government stays twenty years; no government can solve all problems. But government is solving problems that at least will help to improve the lives of people." - Nyesom Wike, FCT Minister speaking at a media parley in Abuja #ChannelsTVNews

Channels Television

66,177 次观看 • 11 个月前

“One of the hardest things to accept is lack of attraction. I have zero desire for this person. How would you say that to your husband or wife? That’s one of them. Another one is, how do you say this? You don’t even respect your partner anymore. Respect is a huge thing. And if you don’t respect your partner, you don’t want to fuck them, you know what I mean?” Luvbites by Dr. Tara
11:46

Sensitive content

“One of the hardest things to accept is lack of attraction. I have zero desire for this person. How would you say that to your husband or wife? That’s one of them. Another one is, how do you say this? You don’t even respect your partner anymore. Respect is a huge thing. And if you don’t respect your partner, you don’t want to fuck them, you know what I mean?” Luvbites by Dr. Tara

Shawn Ryan

162,561 次观看 • 1 个月前

They want you to feel exhausted. This admin is turning on the firehose hoping you’ll burn out and give up. But you don’t have to do it all. Just do one thing, take one step each day. Put your phone down. Take a walk. Find the one thing that moves you and focus on that. If we all find our one thing, we’ll build something better—together.
2:14

They want you to feel exhausted. This admin is turning on the firehose hoping you’ll burn out and give up. But you don’t have to do it all. Just do one thing, take one step each day. Put your phone down. Take a walk. Find the one thing that moves you and focus on that. If we all find our one thing, we’ll build something better—together.

Mallory McMorrow

37,667 次观看 • 1 年前

This is the problem. Every time you try to talk honestly about the role of Islamism in stoking anti-semitism, you get called racist or divisive. But we will not solve the problems we have as a country if we cannot name them.
1:22

This is the problem. Every time you try to talk honestly about the role of Islamism in stoking anti-semitism, you get called racist or divisive. But we will not solve the problems we have as a country if we cannot name them.

Claire Coutinho

77,810 次观看 • 2 个月前

Joe Lonsdale: One of the biggest lessons I learned from Peter Thiel is to value intelligence extremely highly. The very brightest people matter a lot more than most people are comfortable admitting. Every time I spent time with Peter, he approached problems from an orthogonal angle and broke things down to their true core reason — usually there’s one dominant reason, not four. If you have four reasons, you probably haven’t thought hard enough. Peter Thiel taught me that effort is convex. Spending 80% of your time on something might only get you halfway there, but that last 10% of focus creates massive upside. Being 99th percentile is worth dramatically more than being 90th percentile — because being number one actually matters. A lot of people today want to run funds, join incubators, or “help” five different projects at once without ever building something themselves. That’s not diversification — it’s a subtle form of cowardice. It’s being afraid to go all in.
2:15

Joe Lonsdale: One of the biggest lessons I learned from Peter Thiel is to value intelligence extremely highly. The very brightest people matter a lot more than most people are comfortable admitting. Every time I spent time with Peter, he approached problems from an orthogonal angle and broke things down to their true core reason — usually there’s one dominant reason, not four. If you have four reasons, you probably haven’t thought hard enough. Peter Thiel taught me that effort is convex. Spending 80% of your time on something might only get you halfway there, but that last 10% of focus creates massive upside. Being 99th percentile is worth dramatically more than being 90th percentile — because being number one actually matters. A lot of people today want to run funds, join incubators, or “help” five different projects at once without ever building something themselves. That’s not diversification — it’s a subtle form of cowardice. It’s being afraid to go all in.

Ian Miles Cheong

291,097 次观看 • 6 个月前

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)
1:56

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)

Startup Archive

63,899 次观看 • 9 个月前

"What is P vs NP and how does it relate to human knowledge?" Avi Wigderson (Turing Award & Abel Prize winner): "In a very basic way, all the problems we want to solve are really NP problems. A subset of it is the problems we can solve. So the question of P versus NP is whether we can solve all the problems we want to solve, whether we can know everything we want to know. This is basically about the limits of our knowledge. You can think there is no limit to what we may want to know but I claim that essentially in any human endeavor, what people are searching for have the property that when a solution is found, it is easily recognized. NP are all problems that we can honestly say we really want to solve and P are those that we can solve. Whether they are equal is just the very fact that a solution can be easily recognized would imply that it can be efficiently found. That means that we can know everything we ever want to know, it's a fundamental question about human knowledge."
1:00

"What is P vs NP and how does it relate to human knowledge?" Avi Wigderson (Turing Award & Abel Prize winner): "In a very basic way, all the problems we want to solve are really NP problems. A subset of it is the problems we can solve. So the question of P versus NP is whether we can solve all the problems we want to solve, whether we can know everything we want to know. This is basically about the limits of our knowledge. You can think there is no limit to what we may want to know but I claim that essentially in any human endeavor, what people are searching for have the property that when a solution is found, it is easily recognized. NP are all problems that we can honestly say we really want to solve and P are those that we can solve. Whether they are equal is just the very fact that a solution can be easily recognized would imply that it can be efficiently found. That means that we can know everything we ever want to know, it's a fundamental question about human knowledge."

Ryan Peterman

20,069 次观看 • 1 个月前

Alex Karp shares Palantir’s secret to sales: “We hope you go to an LLM company.” “No matter how bad this conference is, we could never sell you like they’ll sell you, which is—giving you something that makes you feel smart while your business goes out of business.” “You’re going to go home feeling poorer and less safe.” “You’ll buy the product, and pay a lot in tokens, and it’s going to be very hard to understand how it helps you.” “But investors will know you’re smart.” “Feel free to go learn about that and you’ll find: there’s a myriad of problems these models solve, and an even bigger amount of problems they create.”
1:21

Alex Karp shares Palantir’s secret to sales: “We hope you go to an LLM company.” “No matter how bad this conference is, we could never sell you like they’ll sell you, which is—giving you something that makes you feel smart while your business goes out of business.” “You’re going to go home feeling poorer and less safe.” “You’ll buy the product, and pay a lot in tokens, and it’s going to be very hard to understand how it helps you.” “But investors will know you’re smart.” “Feel free to go learn about that and you’ll find: there’s a myriad of problems these models solve, and an even bigger amount of problems they create.”

Jawwwn

144,740 次观看 • 20 天前