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Peter Thiel: "Competition is for losers" "Competition is for losers, which got people's attention, because we normally believe the opposite. We believe that the losers are the people who don't compete intensely enough. You're a loser if you're not competitive. But what if you're a loser because you're too...

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Jaynit

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55,406 просмотров • 5 месяцев назад •via X (Twitter)

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Peter Thiel on why the best businesses never compete: "Most people believe that capitalism and competition are synonyms. I believe capitalism and competition are antonyms." His point is simple: "A capitalist is someone who's in the business of accumulating capital. A world of perfect competition is a world where all the profits are competed away." Peter explains that the most important distinction in business is one nobody talks about enough. "There are two kinds of companies in this world. There are companies that are competitive and there are companies that have monopolies." His go-to example of a bad business? Restaurants. "Opening a restaurant is super competitive and nobody ever makes any money doing it." His example of a great business: Google. "Google has had no competition in search since 2002 when it definitively distanced itself from Microsoft and Yahoo, and it's been making enormous profits for the dozen years or so ever since." So what should founders actually aim for? "If you're a one-of-a-kind company, a happy company that's doing something different, you are a monopoly. It is the goal of every founder, every entrepreneur—it should be their goal to try to build a monopoly business." True market power means never having to compete in the first place.
1:19

Peter Thiel on why the best businesses never compete: "Most people believe that capitalism and competition are synonyms. I believe capitalism and competition are antonyms." His point is simple: "A capitalist is someone who's in the business of accumulating capital. A world of perfect competition is a world where all the profits are competed away." Peter explains that the most important distinction in business is one nobody talks about enough. "There are two kinds of companies in this world. There are companies that are competitive and there are companies that have monopolies." His go-to example of a bad business? Restaurants. "Opening a restaurant is super competitive and nobody ever makes any money doing it." His example of a great business: Google. "Google has had no competition in search since 2002 when it definitively distanced itself from Microsoft and Yahoo, and it's been making enormous profits for the dozen years or so ever since." So what should founders actually aim for? "If you're a one-of-a-kind company, a happy company that's doing something different, you are a monopoly. It is the goal of every founder, every entrepreneur—it should be their goal to try to build a monopoly business." True market power means never having to compete in the first place.

Big Brain Business

73,938 просмотров • 7 месяцев назад

Peter Thiel reveals the uncomfortable rule behind why competition is for losers "We think of capitalism and competition as synonyms. I believe they are antonyms." "In business, all happy companies are different because they figured out something unique to do. And all unhappy companies are alike because they fail to escape the essential sameness that is competition."
1:22

Peter Thiel reveals the uncomfortable rule behind why competition is for losers "We think of capitalism and competition as synonyms. I believe they are antonyms." "In business, all happy companies are different because they figured out something unique to do. And all unhappy companies are alike because they fail to escape the essential sameness that is competition."

andrew engler

43,108 просмотров • 3 месяцев назад

Peter Thiel gave a 17-minute masterclass on why competition is for losers and how to build a monopoly from scratch: "If you're a founder or entrepreneur, what you want to aim for is monopoly. You want to build a company that is so differentiated from the competition that it's not even competing." Peter continues: "The conventional wisdom is that capitalism and competition are synonyms. I believe they're antonyms. A capitalist is someone who's in the business of accumulating capital. A world of perfect competition is a world where all the profits get competed away. If you want to compete like crazy, you should just open a restaurant in Chicago." He explains why this truth stays hidden: "People who have monopolies don't talk about it, they pretend not to have monopolies. And people who don't have monopolies pretend to have something unique about their business, otherwise nobody would invest. Google will never say, 'We have 66% of the search market.' They'll say, 'We're a technology company,' and suddenly there's competition everywhere. Conversely, if you start a restaurant, you'll tell investors it's the only British-Nepalese fusion cuisine in downtown Chicago." Peter warns about the seduction of competition: "When you compete ferociously, you get better at that which you're competing on. But you will narrow your focus to beating the people around you, and it often comes at a very high price of losing sight of what is more important or more valuable." He concludes: "There's always a tiny door where everyone's trying to rush through. But around the corner, there may be a vast and secret gate that no one's taking. You should always find the secret path and take it."
17:24

Peter Thiel gave a 17-minute masterclass on why competition is for losers and how to build a monopoly from scratch: "If you're a founder or entrepreneur, what you want to aim for is monopoly. You want to build a company that is so differentiated from the competition that it's not even competing." Peter continues: "The conventional wisdom is that capitalism and competition are synonyms. I believe they're antonyms. A capitalist is someone who's in the business of accumulating capital. A world of perfect competition is a world where all the profits get competed away. If you want to compete like crazy, you should just open a restaurant in Chicago." He explains why this truth stays hidden: "People who have monopolies don't talk about it, they pretend not to have monopolies. And people who don't have monopolies pretend to have something unique about their business, otherwise nobody would invest. Google will never say, 'We have 66% of the search market.' They'll say, 'We're a technology company,' and suddenly there's competition everywhere. Conversely, if you start a restaurant, you'll tell investors it's the only British-Nepalese fusion cuisine in downtown Chicago." Peter warns about the seduction of competition: "When you compete ferociously, you get better at that which you're competing on. But you will narrow your focus to beating the people around you, and it often comes at a very high price of losing sight of what is more important or more valuable." He concludes: "There's always a tiny door where everyone's trying to rush through. But around the corner, there may be a vast and secret gate that no one's taking. You should always find the secret path and take it."

Jaynit

33,281 просмотров • 7 месяцев назад

Peter Thiel said something that flatly contradicts everything business culture claims to believe. Thiel: “Most people believe that capitalism and competition are synonyms. I believe capitalism and competition are antonyms.” That’s not a nuance. That’s a complete inversion of how you’re taught to think about value. Every business school. Every startup pitch. Every founder origin story. All built on one article of faith. That competition is the engine. That the best companies win by outfighting everyone else. Thiel says that’s exactly why most businesses fail. Thiel: “A world of perfect competition is a world where all the profits are competed away.” Follow the logic to its end. More competitors. Thinner margins. Longer hours. Less money. Competition doesn’t create wealth. It dissolves it. The harder you fight inside a crowded market, the less there is left to win. Thiel: “The example I use of a bad type of business is opening a restaurant, which is super competitive and nobody ever makes any money doing it.” A million restaurants in America. Most will be gone inside five years. Not because the food was bad. Not because the founders didn’t sacrifice everything. Because they entered a game where even the winners barely break even. Thiel: “The example of a fantastic monopoly business I give is Google, which basically has had no competition in search since 2002.” Google didn’t outcompete Yahoo. Google made Yahoo a footnote in a history nobody reads. And it has printed money every single day since. One company fought for a market. The other became the market. That distinction is the entire lesson. Thiel: “It is the goal of every founder, of every entrepreneur, to try to build a monopoly business.” But this goes deeper than business advice. Competition feels productive because it’s measurable. You can track your rank. Your market share. Your position relative to everyone else. But relative position is not value creation. You can spend an entire career optimizing for a category someone else invented and call it progress. Bezos didn’t outcompete bookstores. He built something bookstores couldn’t even categorize. Thiel: “If you’re a one-of-a-kind company, a happy company that’s doing something different, you are a monopoly.” The pattern never changes. The people who built the most wealth in human history didn’t win a competition. They made competition a non-concept. They didn’t play the game better. They designed a different game entirely. One where they set the rules and the margins and the terms. And that reframes the only question that actually matters. Not how do I beat the competition. Why am I competing at all. Because competition is a confession. That someone else defined the game. Someone else set the rules. Someone else decided what winning looks like. And you showed up to play on their terms. The most valuable things ever built weren’t better answers to existing questions. They were entirely new questions. And the person who writes the question will always own the answer.
0:58

Peter Thiel said something that flatly contradicts everything business culture claims to believe. Thiel: “Most people believe that capitalism and competition are synonyms. I believe capitalism and competition are antonyms.” That’s not a nuance. That’s a complete inversion of how you’re taught to think about value. Every business school. Every startup pitch. Every founder origin story. All built on one article of faith. That competition is the engine. That the best companies win by outfighting everyone else. Thiel says that’s exactly why most businesses fail. Thiel: “A world of perfect competition is a world where all the profits are competed away.” Follow the logic to its end. More competitors. Thinner margins. Longer hours. Less money. Competition doesn’t create wealth. It dissolves it. The harder you fight inside a crowded market, the less there is left to win. Thiel: “The example I use of a bad type of business is opening a restaurant, which is super competitive and nobody ever makes any money doing it.” A million restaurants in America. Most will be gone inside five years. Not because the food was bad. Not because the founders didn’t sacrifice everything. Because they entered a game where even the winners barely break even. Thiel: “The example of a fantastic monopoly business I give is Google, which basically has had no competition in search since 2002.” Google didn’t outcompete Yahoo. Google made Yahoo a footnote in a history nobody reads. And it has printed money every single day since. One company fought for a market. The other became the market. That distinction is the entire lesson. Thiel: “It is the goal of every founder, of every entrepreneur, to try to build a monopoly business.” But this goes deeper than business advice. Competition feels productive because it’s measurable. You can track your rank. Your market share. Your position relative to everyone else. But relative position is not value creation. You can spend an entire career optimizing for a category someone else invented and call it progress. Bezos didn’t outcompete bookstores. He built something bookstores couldn’t even categorize. Thiel: “If you’re a one-of-a-kind company, a happy company that’s doing something different, you are a monopoly.” The pattern never changes. The people who built the most wealth in human history didn’t win a competition. They made competition a non-concept. They didn’t play the game better. They designed a different game entirely. One where they set the rules and the margins and the terms. And that reframes the only question that actually matters. Not how do I beat the competition. Why am I competing at all. Because competition is a confession. That someone else defined the game. Someone else set the rules. Someone else decided what winning looks like. And you showed up to play on their terms. The most valuable things ever built weren’t better answers to existing questions. They were entirely new questions. And the person who writes the question will always own the answer.

Dustin

19,866 просмотров • 3 месяцев назад

Peter Thiel: Competition is for losers. “Everybody who is a founder or entrepreneur should aim to build a monopoly.” “All happy companies are different because they figured out something unique to do. All unhappy companies are alike because they failed to escape the essential sameness that is competition.” “The people who have monopolies pretend not to have them, and the people who don't have monopolies pretend to have them.” “We’re sort of attracted to doing things other people do. We’re attracted to compete.” “We should ask whether it makes sense to try to go through the tiny door that everybody’s trying to cram through, when there’s a giant gate, perhaps, just around the corner that no one is even thinking about.”
6:24

Peter Thiel: Competition is for losers. “Everybody who is a founder or entrepreneur should aim to build a monopoly.” “All happy companies are different because they figured out something unique to do. All unhappy companies are alike because they failed to escape the essential sameness that is competition.” “The people who have monopolies pretend not to have them, and the people who don't have monopolies pretend to have them.” “We’re sort of attracted to doing things other people do. We’re attracted to compete.” “We should ask whether it makes sense to try to go through the tiny door that everybody’s trying to cram through, when there’s a giant gate, perhaps, just around the corner that no one is even thinking about.”

Jawwwn

60,218 просмотров • 7 месяцев назад

Peter Thiel on how to build the next billion-dollar startup: "Every moment in the history of business happens only once. The next Mark Zuckerberg won't be starting a social networking site. The next Bill Gates won't start an operating system. The next Elon Musk won't start a Tesla electric car company." Peter's entire thesis rejects the idea of formulas in business. As he puts it: "Science starts with things that are experimentally repeatable, but great businesses are zero to one; they're always one-of-a-kind. There is always this anti-formulaic quality." So what's the one theme he keeps coming back to? "This need for differentiation. What are you doing that nobody else is doing? What ideas do you have that nobody else has? What great business are you working on that no one else is working on?" He continues: "If you're a founder or an entrepreneur, you should always aim to build a monopoly where you're the only person in the world doing what you're doing. There really are only two kinds of businesses in this world: businesses that are in crazy competition and one-of-a-kind businesses that are monopolies." On why you shouldn't just iterate your way to success: "The core thing is to have a great product, and then you can always improve and iterate on that. If you're just trying to optimize and you don't have a great product, that rarely works." His advice? Think 5 to 10 years ahead: "Why will this be a really valuable business in 5 to 10 years? How's the competitive landscape going to develop? These are hard questions to answer, but the great entrepreneurs I know always have some perspective on it. When I was playing chess, one of the early lessons I learned was, a bad plan is still always better than no plan at all." On what makes work meaningful: "It's great to be working on problems where if you weren't working on them, nobody else would do them. If we weren't doing this, this problem would absolutely not be tackled. That's what's meaningful. Whereas when you're competing, you're already, by definition, number two at least in a category." Build something only you can build.
16:33

Peter Thiel on how to build the next billion-dollar startup: "Every moment in the history of business happens only once. The next Mark Zuckerberg won't be starting a social networking site. The next Bill Gates won't start an operating system. The next Elon Musk won't start a Tesla electric car company." Peter's entire thesis rejects the idea of formulas in business. As he puts it: "Science starts with things that are experimentally repeatable, but great businesses are zero to one; they're always one-of-a-kind. There is always this anti-formulaic quality." So what's the one theme he keeps coming back to? "This need for differentiation. What are you doing that nobody else is doing? What ideas do you have that nobody else has? What great business are you working on that no one else is working on?" He continues: "If you're a founder or an entrepreneur, you should always aim to build a monopoly where you're the only person in the world doing what you're doing. There really are only two kinds of businesses in this world: businesses that are in crazy competition and one-of-a-kind businesses that are monopolies." On why you shouldn't just iterate your way to success: "The core thing is to have a great product, and then you can always improve and iterate on that. If you're just trying to optimize and you don't have a great product, that rarely works." His advice? Think 5 to 10 years ahead: "Why will this be a really valuable business in 5 to 10 years? How's the competitive landscape going to develop? These are hard questions to answer, but the great entrepreneurs I know always have some perspective on it. When I was playing chess, one of the early lessons I learned was, a bad plan is still always better than no plan at all." On what makes work meaningful: "It's great to be working on problems where if you weren't working on them, nobody else would do them. If we weren't doing this, this problem would absolutely not be tackled. That's what's meaningful. Whereas when you're competing, you're already, by definition, number two at least in a category." Build something only you can build.

Jaynit

77,758 просмотров • 8 месяцев назад

.James Talarico: Something that I appreciate about you, Mark Cuban, is that you are fighting for old-school capitalism. That's not the system we have now. Now we have crony capitalism. I think we should be betting on the CEOs in their garages, not the CEOs on their mega yachts. Being pro-business can't just mean being pro big business — and that's really what it means nowadays. If you're not pro competition, you're not actually pro-business. If you're trying to protect these monopolies, you're not actually a capitalist.
2:05

.James Talarico: Something that I appreciate about you, Mark Cuban, is that you are fighting for old-school capitalism. That's not the system we have now. Now we have crony capitalism. I think we should be betting on the CEOs in their garages, not the CEOs on their mega yachts. Being pro-business can't just mean being pro big business — and that's really what it means nowadays. If you're not pro competition, you're not actually pro-business. If you're trying to protect these monopolies, you're not actually a capitalist.

Team Talarico

75,167 просмотров • 3 дней назад

John Fetterman with a simple heuristic: 'You're losing politically if you're telling people to not believe what their eyes are seeing': Joe Rogan: "It's this kind of bullshit way of communicating, that's not authentic. Trump is not polished, but you get a sense of who he is as a human being. There doesn't seem to be a veil. At least you know that he's the guy that is talking. People trust that, way more than they trust someone who is polished but full of shit." John Fetterman: "You're losing politically if you're telling people to not believe what their eyes are seeing" Newsflash: John Fetterman claims Democrats have been losing politically for the last 4 years.
1:03

John Fetterman with a simple heuristic: 'You're losing politically if you're telling people to not believe what their eyes are seeing': Joe Rogan: "It's this kind of bullshit way of communicating, that's not authentic. Trump is not polished, but you get a sense of who he is as a human being. There doesn't seem to be a veil. At least you know that he's the guy that is talking. People trust that, way more than they trust someone who is polished but full of shit." John Fetterman: "You're losing politically if you're telling people to not believe what their eyes are seeing" Newsflash: John Fetterman claims Democrats have been losing politically for the last 4 years.

Eric Abbenante

12,094,320 просмотров • 1 год назад

Peter Thiel on why all trends are overrated and one-of-a-kind companies are underrated Peter Thiel is asked what students should study in college. He thinks this is similar to the question “what are future trends in technology?” “What I will say about trends in technology and areas of study is that they’re probably all overrated,” Thiel explains. “When you have something that can be reduced to a buzzword, it means that a lot of people are doing it and they’re somehow inadequately differentiated in that field.” On the other hand, Thiel believes that one-of-a-kind companies that don’t easily fit into an existing narrative or trend are underrated. He gives Airbnb as an example—any existing category would miss the uniqueness of the business. “Great companies always have this one-of-a-kind attribute,” Thiel observes. And he suspects that areas of study are similar: “If you’re in a big area of study, where everyone’s studying the same thing, you’re not adequately differentiating yourself from other people… I think people are spending too much time studying the things everybody else is studying, and they’re spending too little time studying more particular things that they’re really passionate about.” Video source: Northwestern Engineering (2014)
1:50

Peter Thiel on why all trends are overrated and one-of-a-kind companies are underrated Peter Thiel is asked what students should study in college. He thinks this is similar to the question “what are future trends in technology?” “What I will say about trends in technology and areas of study is that they’re probably all overrated,” Thiel explains. “When you have something that can be reduced to a buzzword, it means that a lot of people are doing it and they’re somehow inadequately differentiated in that field.” On the other hand, Thiel believes that one-of-a-kind companies that don’t easily fit into an existing narrative or trend are underrated. He gives Airbnb as an example—any existing category would miss the uniqueness of the business. “Great companies always have this one-of-a-kind attribute,” Thiel observes. And he suspects that areas of study are similar: “If you’re in a big area of study, where everyone’s studying the same thing, you’re not adequately differentiating yourself from other people… I think people are spending too much time studying the things everybody else is studying, and they’re spending too little time studying more particular things that they’re really passionate about.” Video source: Northwestern Engineering (2014)

Startup Archive

139,271 просмотров • 11 месяцев назад

.tobi lutke says most companies think about recruiting backwards: “My job is to make a company worthy for the best and brightest to work for. This is the part everyone skips. Everyone is like “We need a better recruiting team.” When you just need to be worthy of the kind of talent you would like to have. Talent eventually takes care of itself. There are not that many good companies to work for. There are not many companies that deserve the attention of people who are the most capable people, because those people have the option to start their own companies.”
1:15

.tobi lutke says most companies think about recruiting backwards: “My job is to make a company worthy for the best and brightest to work for. This is the part everyone skips. Everyone is like “We need a better recruiting team.” When you just need to be worthy of the kind of talent you would like to have. Talent eventually takes care of itself. There are not that many good companies to work for. There are not many companies that deserve the attention of people who are the most capable people, because those people have the option to start their own companies.”

David Senra

104,697 просмотров • 3 месяцев назад

It's not important that your partner is an identical copy of you. It's important that they're not, that they bring something else to the table that you don't have. Now, in the context of entrepreneurship, because that's what I'm associated with, you need to find somebody that's willing to put up with the fact that you're just never there. I mean, that's very difficult because if you're running a business and you can't have a balanced life when you're an entrepreneur. It's really about finding that person that understands what you're about, that you're going down that journey and that you're not gonna stop doing it.
2:20

It's not important that your partner is an identical copy of you. It's important that they're not, that they bring something else to the table that you don't have. Now, in the context of entrepreneurship, because that's what I'm associated with, you need to find somebody that's willing to put up with the fact that you're just never there. I mean, that's very difficult because if you're running a business and you can't have a balanced life when you're an entrepreneur. It's really about finding that person that understands what you're about, that you're going down that journey and that you're not gonna stop doing it.

Kevin O'Leary aka Mr. Wonderful

17,254 просмотров • 9 месяцев назад

Ivanka (Ivanka Trump) on escaping competition through authenticity: "Naval always says escape competition through authenticity. If you're competing it's because you're copying. Build something that fully comes from you and that will feel most right. It’s also the thing that's least replicable. I love the idea of just escaping competition through authenticity but you have to do the hard work of knowing who you are."
0:50

Ivanka (Ivanka Trump) on escaping competition through authenticity: "Naval always says escape competition through authenticity. If you're competing it's because you're copying. Build something that fully comes from you and that will feel most right. It’s also the thing that's least replicable. I love the idea of just escaping competition through authenticity but you have to do the hard work of knowing who you are."

David Senra

162,277 просмотров • 3 месяцев назад

Intercom CEO Eoghan McCabe: "You don't have a choice. AI is going to disrupt you in the most aggressive, violent ways. If you're not in it, you're about to get kicked out of all of it. My strongest advice is that you need to bring in the young talent. AI is kind of a young person's game. You're competing with young companies that are in part AI, run by kids in their twenties, literally working 12 hours a day, literally 365 days a year. These younger companies know how to use AI in ways that the older companies don't. Companies of our generation, people in most organizations, particularly non-technical organizations, they're not using any AI. Maybe they're starting to use ChatGPT to write a job description. But they're not doing it by default."
0:55

Intercom CEO Eoghan McCabe: "You don't have a choice. AI is going to disrupt you in the most aggressive, violent ways. If you're not in it, you're about to get kicked out of all of it. My strongest advice is that you need to bring in the young talent. AI is kind of a young person's game. You're competing with young companies that are in part AI, run by kids in their twenties, literally working 12 hours a day, literally 365 days a year. These younger companies know how to use AI in ways that the older companies don't. Companies of our generation, people in most organizations, particularly non-technical organizations, they're not using any AI. Maybe they're starting to use ChatGPT to write a job description. But they're not doing it by default."

Lenny Rachitsky

73,870 просмотров • 1 год назад

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"
0:30

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 просмотров • 5 месяцев назад

Lulu Cheng Meservey says if you're going to warn people AI will take half their jobs, the one rule is don't smile while you say it. "A lot of CEOs are describing that AI will cause massive job loss. Most people will look at that and say, don't say that." "I look at it a little bit differently. If you believe that it'll cause massive job loss, and you're in that rare position, I think you do have an obligation to warn people and to try to get us to prepare for it." "But the really small but really important thing is, don't look happy when you're saying it. Don't be smiling when you say there's going to be a 50% unemployment rate in a year."
0:36

Lulu Cheng Meservey says if you're going to warn people AI will take half their jobs, the one rule is don't smile while you say it. "A lot of CEOs are describing that AI will cause massive job loss. Most people will look at that and say, don't say that." "I look at it a little bit differently. If you believe that it'll cause massive job loss, and you're in that rare position, I think you do have an obligation to warn people and to try to get us to prepare for it." "But the really small but really important thing is, don't look happy when you're saying it. Don't be smiling when you say there's going to be a 50% unemployment rate in a year."

Fireside Alpha

24,926 просмотров • 16 дней назад

Steve Jobs on why "that's how we've always done it" is the most dangerous phrase in business: "In most companies if you're new and you ask why is it done this way, the answer is because that's the way we do it here or because that's the way it's always been done" "That single shift is everything in my opinion because in that shift is a tremendous optimistic point of view about the people that work in a company. It says these people are very smart, they're not pawns, they're very smart, and if given the opportunity to change and improve they will improve the processes"
1:21

Steve Jobs on why "that's how we've always done it" is the most dangerous phrase in business: "In most companies if you're new and you ask why is it done this way, the answer is because that's the way we do it here or because that's the way it's always been done" "That single shift is everything in my opinion because in that shift is a tremendous optimistic point of view about the people that work in a company. It says these people are very smart, they're not pawns, they're very smart, and if given the opportunity to change and improve they will improve the processes"

Jaynit

21,863 просмотров • 4 месяцев назад

BASH: “What is your message to people who are getting violent?” BARRAGAN: “It's, don't get violent… We agree that, if you're being violent, you should be arrested, you should be prosecuted. There is no disagreement on that… But this is not what's happening. We are having an administration that's targeting peaceful protests, people that are there to protest. The president is sending in the National Guard because he doesn't like the scenes. He doesn't like the scenes of people peacefully protesting.”
2:58

BASH: “What is your message to people who are getting violent?” BARRAGAN: “It's, don't get violent… We agree that, if you're being violent, you should be arrested, you should be prosecuted. There is no disagreement on that… But this is not what's happening. We are having an administration that's targeting peaceful protests, people that are there to protest. The president is sending in the National Guard because he doesn't like the scenes. He doesn't like the scenes of people peacefully protesting.”

State of the Union

482,650 просмотров • 1 год назад

Rep. Ro Khanna explains “the sticking point” of the government shutdown: Emergency Medicaid for Illegal immigrants Chamath: “Ro, the argument on the other side says that the tax credits and the healthcare subsidies will largely go to folks that are here illegally.” “Can you confirm or debunk that?” Rep. Ro Khanna: “First of all, it's a very small portion of people that we're talking about. So, 90% is not anything to do with those who are undocumented.” “That's just the math, right? So we can argue about the 10%, but we have in this country something called Emergency Medicaid.” “What does that mean? If you're undocumented and you show up to the hospital, we will take care of you.” “I believe that is correct. I don't think if you're undocumented and you show up to a hospital that you should be denied care.” “Well, who pays for that? We have an Emergency Medicaid program.” “And I guess if you mean that when you fund Medicaid, when you fund the Affordable Care Act that you're saying, you're funding some of it for undocumented people who are showing up in emergency situations, then yeah, you're funding that.” “My view of it is that, let's be honest, that's not where the big money and the budgets are.” “You're talking about a small group of folks.” “You can argue the cultural point about it. But don't make that the numbers point.”
1:08

Rep. Ro Khanna explains “the sticking point” of the government shutdown: Emergency Medicaid for Illegal immigrants Chamath: “Ro, the argument on the other side says that the tax credits and the healthcare subsidies will largely go to folks that are here illegally.” “Can you confirm or debunk that?” Rep. Ro Khanna: “First of all, it's a very small portion of people that we're talking about. So, 90% is not anything to do with those who are undocumented.” “That's just the math, right? So we can argue about the 10%, but we have in this country something called Emergency Medicaid.” “What does that mean? If you're undocumented and you show up to the hospital, we will take care of you.” “I believe that is correct. I don't think if you're undocumented and you show up to a hospital that you should be denied care.” “Well, who pays for that? We have an Emergency Medicaid program.” “And I guess if you mean that when you fund Medicaid, when you fund the Affordable Care Act that you're saying, you're funding some of it for undocumented people who are showing up in emergency situations, then yeah, you're funding that.” “My view of it is that, let's be honest, that's not where the big money and the budgets are.” “You're talking about a small group of folks.” “You can argue the cultural point about it. But don't make that the numbers point.”

The All-In Podcast

304,918 просмотров • 11 месяцев назад

Trump: "Now China is sending its boats back. The boats are not being unloaded because they have a 145% tariff, which is a record-setting type tariff. They can't sell their product here and because of that -- think of it, if you're losing all of that money, maybe you're better off not doing business with them."
0:25

Trump: "Now China is sending its boats back. The boats are not being unloaded because they have a 145% tariff, which is a record-setting type tariff. They can't sell their product here and because of that -- think of it, if you're losing all of that money, maybe you're better off not doing business with them."

Aaron Rupar

2,936,885 просмотров • 1 год назад

The founders of Stripe and Pinterest on how to convince people to join your startup Stripe CEO Patrick Collison argues that part of the reason startups resonate so much is because the outcome is not guaranteed: "If it were guaranteed, it would be boring... Whether or not you're the best person in the world at what you do, you're probably not going to alter Google's trajectory. But if you really want to benchmark yourself and see how much of a contribution and impact you can make--which is a really compelling prospect for a lot of the best people--a startup is a much better place to test that." Pinterest founder Ben Silbermann emphasized this as well: "No smart person that you're hiring is under the illusion that you have a crystal ball into the future and that joining is a guaranteed thing. In fact, if you're telling them that and they select in, you shouldn't hire them because they didn't pass a basic intelligence test. I think it's important to tell them what's exciting and where you think the company can go. But also tell them where it will be hard and chart your best plan. And then tell them why their role can be instrumental--because it will be... What I would discourage doing is whitewashing all of that. If people are joining your company because they want all of the certainty and safety of working at Google but also the perks of working at a small startup with lots of responsibility and transparency, that's a really negative sign." Apparently in the early days of PayPal, Peter Thiel and Max Levchin would tell people after they interviewed all the reasons that the company would fail: "Visa and MasterCard want to kill us. We also might be doing something that's illegal. But if we succeed, we'll redefine payments." Don't whitewash the risks. Instead tell them how your startup will change the world if you succeed and how their role will be instrumental in affecting that change. Video source: Y Combinator (2014)
3:25

The founders of Stripe and Pinterest on how to convince people to join your startup Stripe CEO Patrick Collison argues that part of the reason startups resonate so much is because the outcome is not guaranteed: "If it were guaranteed, it would be boring... Whether or not you're the best person in the world at what you do, you're probably not going to alter Google's trajectory. But if you really want to benchmark yourself and see how much of a contribution and impact you can make--which is a really compelling prospect for a lot of the best people--a startup is a much better place to test that." Pinterest founder Ben Silbermann emphasized this as well: "No smart person that you're hiring is under the illusion that you have a crystal ball into the future and that joining is a guaranteed thing. In fact, if you're telling them that and they select in, you shouldn't hire them because they didn't pass a basic intelligence test. I think it's important to tell them what's exciting and where you think the company can go. But also tell them where it will be hard and chart your best plan. And then tell them why their role can be instrumental--because it will be... What I would discourage doing is whitewashing all of that. If people are joining your company because they want all of the certainty and safety of working at Google but also the perks of working at a small startup with lots of responsibility and transparency, that's a really negative sign." Apparently in the early days of PayPal, Peter Thiel and Max Levchin would tell people after they interviewed all the reasons that the company would fail: "Visa and MasterCard want to kill us. We also might be doing something that's illegal. But if we succeed, we'll redefine payments." Don't whitewash the risks. Instead tell them how your startup will change the world if you succeed and how their role will be instrumental in affecting that change. Video source: Y Combinator (2014)

Startup Archive

11,811 просмотров • 9 месяцев назад