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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)show more

Startup Archive

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Peter Thiel says making jobs as distinct as possible helps avoid conflict in a company: “If you were a sociopathic boss who wanted to create conflict among your employees— the formula is to tell two people to do the exact same thing.” “You’d say, ‘The two of you are going to work on the website. I’m not going to figure out who has which responsibility— you figure it out amongst yourselves. You have the exact same job.’” “It doesn’t really matter what the history of those people were—that would be a recipe for conflict.”

Peter Thiel says making jobs as distinct as possible helps avoid conflict in a company: “If you were a sociopathic boss who wanted to create conflict among your employees— the formula is to tell two people to do the exact same thing.” “You’d say, ‘The two of you are going to work on the website. I’m not going to figure out who has which responsibility— you figure it out amongst yourselves. You have the exact same job.’” “It doesn’t really matter what the history of those people were—that would be a recipe for conflict.”

Jawwwn

141,354 просмотров • 4 месяцев назад

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)

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

63,921 просмотров • 11 месяцев назад

Peter Thiel: There is no wisdom of crowds Thiel suggests that the antithesis of his book Zero To One is Malcolm Gladwell’s The Wisdom of Crowds. “If you have to give credit to Malcolm Gladwell, the way the argument actually works in the wisdom of crowds is if you have a crowd of people and they independently make a judgement, you can average it out and you’ll get to a pretty good idea.” The classic example is asking a group of people to independently guess how many marbles are in a bag—the average answer will be pretty good. “But the problem is that in most cases, the decisions don’t end up getting made individually.” Thiel explains. “People are influenced by one another. And when you have a crowd dynamic in which people are drawing conclusions because they’re looking toward one another, that is where the crowd is untruth.” Thiel believes imitation is a deep part of human nature: “Kids learn language by copying their parents. It’s how culture is transmitted in our society. But it’s also how very many things go wrong.” Thiel believes you need to go against the crowd if you want to accomplish something truly great. He points out that many of the most successful entrepreneurs in Silicon Valley seem to be suffering from a mild form of Aspergers. Video source: Saïd Business School (2015)

Peter Thiel: There is no wisdom of crowds Thiel suggests that the antithesis of his book Zero To One is Malcolm Gladwell’s The Wisdom of Crowds. “If you have to give credit to Malcolm Gladwell, the way the argument actually works in the wisdom of crowds is if you have a crowd of people and they independently make a judgement, you can average it out and you’ll get to a pretty good idea.” The classic example is asking a group of people to independently guess how many marbles are in a bag—the average answer will be pretty good. “But the problem is that in most cases, the decisions don’t end up getting made individually.” Thiel explains. “People are influenced by one another. And when you have a crowd dynamic in which people are drawing conclusions because they’re looking toward one another, that is where the crowd is untruth.” Thiel believes imitation is a deep part of human nature: “Kids learn language by copying their parents. It’s how culture is transmitted in our society. But it’s also how very many things go wrong.” Thiel believes you need to go against the crowd if you want to accomplish something truly great. He points out that many of the most successful entrepreneurs in Silicon Valley seem to be suffering from a mild form of Aspergers. Video source: Saïd Business School (2015)

Startup Archive

457,561 просмотров • 11 месяцев назад

Charlie Munger: "The game of life, in many respects, is [about] getting a lot of practice into the hands of the people who have the most aptitude to learn and the most tendency to be learning machines. If you want the very highest reaches of human civilization, that's where you have to go." "I realized very early that non-egality would work better in the parts of the world I wanted to inhabit."

Charlie Munger: "The game of life, in many respects, is [about] getting a lot of practice into the hands of the people who have the most aptitude to learn and the most tendency to be learning machines. If you want the very highest reaches of human civilization, that's where you have to go." "I realized very early that non-egality would work better in the parts of the world I wanted to inhabit."

Kevin Carpenter

10,489 просмотров • 3 месяцев назад

Peter Thiel explains his principle of only working on problems that wouldn’t get solved without you Thiel shares that he’s “a little bit skeptical” of social entrepreneurship: “Social entrepreneurship is always ambiguous because it’s unclear what the word ‘social’ means. Social can mean that it’s ‘good for society’ or it can mean that it’s ‘good as seen by society’. In the second meaning, you often end up with something that many people are doing.” He gives education startups as an example of a social startup - it’s seen as objectively good and lots of people are working on it. Thiel contrasts this to a mission-oriented company: “A mission-oriented company is one where if you didn’t work on this problem, nobody would.” He gives the example of Elon Musk starting SpaceX with the mission of going to Mars and making humans interplanetary. If Elon wasn’t working on it, this problem might not get solved. Thiel believes this is an important principle in general: “We always want to do things where… if you weren’t working on it, it wouldn’t get solved. Always go for that sort of counterfactual meaning. You don’t want to ever be in a place where you’re just one of a hundred cogs in the machine… You want to be in a place where you’re doing something that can’t be easily replicated or replaced - either on an individual level or the level of a company.” Video source: The Wharton School (2014)

Peter Thiel explains his principle of only working on problems that wouldn’t get solved without you Thiel shares that he’s “a little bit skeptical” of social entrepreneurship: “Social entrepreneurship is always ambiguous because it’s unclear what the word ‘social’ means. Social can mean that it’s ‘good for society’ or it can mean that it’s ‘good as seen by society’. In the second meaning, you often end up with something that many people are doing.” He gives education startups as an example of a social startup - it’s seen as objectively good and lots of people are working on it. Thiel contrasts this to a mission-oriented company: “A mission-oriented company is one where if you didn’t work on this problem, nobody would.” He gives the example of Elon Musk starting SpaceX with the mission of going to Mars and making humans interplanetary. If Elon wasn’t working on it, this problem might not get solved. Thiel believes this is an important principle in general: “We always want to do things where… if you weren’t working on it, it wouldn’t get solved. Always go for that sort of counterfactual meaning. You don’t want to ever be in a place where you’re just one of a hundred cogs in the machine… You want to be in a place where you’re doing something that can’t be easily replicated or replaced - either on an individual level or the level of a company.” Video source: The Wharton School (2014)

Startup Archive

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Peter Thiel on the importance of reducing internal conflict at a company In his book Zero to One, Peter Thiel stresses the importance of reducing internal conflict within your startup, and the best way to do that is through a clear division of responsibilities: “The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.” He elaborates on this a bit more in the clip below: “If you’re a sociopathic boss who wants to mistreat their employees, the formula for doing it is to tell two people to do the exact same thing. You will automatically generate a conflict out of nothing at all.” Video source: The Wharton School (2014)

Peter Thiel on the importance of reducing internal conflict at a company In his book Zero to One, Peter Thiel stresses the importance of reducing internal conflict within your startup, and the best way to do that is through a clear division of responsibilities: “The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.” He elaborates on this a bit more in the clip below: “If you’re a sociopathic boss who wants to mistreat their employees, the formula for doing it is to tell two people to do the exact same thing. You will automatically generate a conflict out of nothing at all.” Video source: The Wharton School (2014)

Startup Archive

58,213 просмотров • 10 месяцев назад

🇱🇧🇵🇸 The leader of Hezbollah, Hassan Nasrallah, tells the Israelis they will never be welcome in the region. "Here you don't have a future, from the river to the sea the land of Palestine is for the Palestinian people, and the Palestinian people only." "You want to stay here? That's very difficult." "If you want to be secure, you want to feel secure, you have an American passport go back to the United States, You have a British passport go back to the UK."

🇱🇧🇵🇸 The leader of Hezbollah, Hassan Nasrallah, tells the Israelis they will never be welcome in the region. "Here you don't have a future, from the river to the sea the land of Palestine is for the Palestinian people, and the Palestinian people only." "You want to stay here? That's very difficult." "If you want to be secure, you want to feel secure, you have an American passport go back to the United States, You have a British passport go back to the UK."

Censored Men

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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

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Sam Altman on what startups get wrong about culture A lot of startups think they have a great culture because there’s free food, everyone does yoga together, and everyone’s super nice to each other. But as Sam explains: “The culture that matters to the best people is one where they can just come and be really productive and be around other great people. If you have a culture which looks good on the surface but somehow rejects super talented people… I think that can be a real problem.” In this interview from 2017, Sam warns that it’s very easy to get entitled employees: “Everyone wants to work exactly how they want. They want to be really rich right now. If the company is not going to get liquid next year, they’re going to go somewhere else.” It may sound crazy to expect employees to join a company and stay there for 5-10 years, but at the best companies, that’s what happens. Sam urges founders to ask themselves: “What do we have to do to get the best people to stay at our company for 5-10 years?” Then go make that your culture. “One of the things that is included in that is wild success for the company and a mission that people care about,” Sam argues. “You need to create an environment where really great people will want to come, work with each other, and not have to deal with the crap that they do at most companies.” Culture isn’t benefits. Culture is how you hold each other accountable to the mission and help your team do the best work of their lives. Video source: Y Combinator (2017)

Sam Altman on what startups get wrong about culture A lot of startups think they have a great culture because there’s free food, everyone does yoga together, and everyone’s super nice to each other. But as Sam explains: “The culture that matters to the best people is one where they can just come and be really productive and be around other great people. If you have a culture which looks good on the surface but somehow rejects super talented people… I think that can be a real problem.” In this interview from 2017, Sam warns that it’s very easy to get entitled employees: “Everyone wants to work exactly how they want. They want to be really rich right now. If the company is not going to get liquid next year, they’re going to go somewhere else.” It may sound crazy to expect employees to join a company and stay there for 5-10 years, but at the best companies, that’s what happens. Sam urges founders to ask themselves: “What do we have to do to get the best people to stay at our company for 5-10 years?” Then go make that your culture. “One of the things that is included in that is wild success for the company and a mission that people care about,” Sam argues. “You need to create an environment where really great people will want to come, work with each other, and not have to deal with the crap that they do at most companies.” Culture isn’t benefits. Culture is how you hold each other accountable to the mission and help your team do the best work of their lives. Video source: Y Combinator (2017)

Startup Archive

17,790 просмотров • 6 месяцев назад

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 просмотров • 6 месяцев назад

Greene: Baby boomers that are in power—that are just clinging to power, living out the end of their days. They're ruining it for the rest of us. Here's the message for the rest of the world: the younger generations of Americans, we don't want war with the world. We want peace. We desperately want peace between all of our nations, we want good trade, we want to have good business deals, and we want to be able to visit your countries and you come visit ours. This is not what we want.

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.Matthew Boyle to Jack Posobiec: "The rest of the world faces a choice: which one do you want to be the world superpower? Do you want America, or do you want China?"

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Human Events

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Jack Dorsey’s advice to startup founders: edit the team and really focus on analytics Jack shares that one of his biggest mistakes at Twitter was not editing the team: “I think for all startups it’s really easy to consider any hire as [part of the team for] the length of the entire company… [But] I think leaders of companies have to consider themselves editors, and you have to edit the team. You constantly have to make sure that you have the best people in, and if there’s any negative attribute within the team, you have to part ways.” Jack’s other piece of advice for entrepreneurs or anyone starting a project is to really focus on analytics: “Really focus on how people are using the system… You need to have an understanding of the momentum of what you’re doing and where you’re going. And you can only do that with data.” Data should inform everything from product decisions to communication with your customers to hiring and editing the team. Video source: Kevin Rose (2010)

Jack Dorsey’s advice to startup founders: edit the team and really focus on analytics Jack shares that one of his biggest mistakes at Twitter was not editing the team: “I think for all startups it’s really easy to consider any hire as [part of the team for] the length of the entire company… [But] I think leaders of companies have to consider themselves editors, and you have to edit the team. You constantly have to make sure that you have the best people in, and if there’s any negative attribute within the team, you have to part ways.” Jack’s other piece of advice for entrepreneurs or anyone starting a project is to really focus on analytics: “Really focus on how people are using the system… You need to have an understanding of the momentum of what you’re doing and where you’re going. And you can only do that with data.” Data should inform everything from product decisions to communication with your customers to hiring and editing the team. Video source: Kevin Rose (2010)

Startup Archive

16,442 просмотров • 5 месяцев назад

Mark Zuckerberg: “I don’t believe in delegating” “There’s this theory that a lot of people have which is that the job of a leader is to hire people and delegate things to them. My theory is there is so much going on across the company that I can’t possibly be involved in all of it, so all these people are going to have a ton of stuff they’re going to do. But fundamentally, if there’s a decision that I want to be involved with, I’m going to be involved in it… I think that’s generally a good way for founders to operate.” Mark continues: “If you’re running the company and there’s something important — at whatever level of detail in the organization — I don’t get the logic of saying, ‘I’m not going to be involved in that.’” Of course you want to have humility that you may not have the most context immediately, but in Mark’s view, the CEO must take ownership of the company’s most important problems. To ensure that his time is constantly spent on the most important priority for the company, Mark has very few recurring meetings and tries to keep his schedule as open as possible: “II generally keep a bunch of time open so that stuff is pretty dynamic — I can wake up in the morning and be like, ‘OK, I need to work on these three things today, and I want to make sure I have a block of time where I can go do that.’” Video source: Stripe (2025)

Mark Zuckerberg: “I don’t believe in delegating” “There’s this theory that a lot of people have which is that the job of a leader is to hire people and delegate things to them. My theory is there is so much going on across the company that I can’t possibly be involved in all of it, so all these people are going to have a ton of stuff they’re going to do. But fundamentally, if there’s a decision that I want to be involved with, I’m going to be involved in it… I think that’s generally a good way for founders to operate.” Mark continues: “If you’re running the company and there’s something important — at whatever level of detail in the organization — I don’t get the logic of saying, ‘I’m not going to be involved in that.’” Of course you want to have humility that you may not have the most context immediately, but in Mark’s view, the CEO must take ownership of the company’s most important problems. To ensure that his time is constantly spent on the most important priority for the company, Mark has very few recurring meetings and tries to keep his schedule as open as possible: “II generally keep a bunch of time open so that stuff is pretty dynamic — I can wake up in the morning and be like, ‘OK, I need to work on these three things today, and I want to make sure I have a block of time where I can go do that.’” Video source: Stripe (2025)

Startup Archive

326,115 просмотров • 8 месяцев назад

Mark Zuckerberg’s advice to 19 year olds that want to have an impact Even though Zuckerberg was 19 when he started Facebook, he advises not turning your idea into a company until it’s working: “I always think the most important thing entrepreneurs should do is pick something they care about and work on it, but don’t actually commit to turning it into a company until it’s working. If you look at the data of the very best companies, I think a tremendous percentage of them have been built that way and not from people who decided upfront that they wanted to start a company because you just get locked into a local maxima a lot of the time.” Sam Altman agrees. Facebook didn’t become a formal company until 6 months in when Peter Thiel invested. In fact, Mark and Dustin Moskovitz even told Peter that they were still planning on going back to school for their Fall semester. Paul Graham gives similar advice in his essay “Want to start a startup?”: “So if you want to start a startup one day, what should you do in college? There are only two things you need initially: an idea and cofounders… [and] the way to get startup ideas is not to try to think of startup ideas… if you make a conscious effort to think of startup ideas, the ideas you come up with will not merely be bad, but bad and plausible-sounding, meaning you'll waste a lot of time on them before realizing they're bad. The way to come up with good startup ideas is to take a step back. Instead of making a conscious effort to think of startup ideas, turn your mind into the type that startup ideas form in without any conscious effort. In fact, so unconsciously that you don't even realize at first that they're startup ideas. This is not only possible, it's how Apple, Yahoo, Google, and Facebook all got started. None of these companies were even meant to be companies at first. They were all just side projects. The best startups almost have to start as side projects, because great ideas tend to be such outliers that your conscious mind would reject them as ideas for companies.”

Mark Zuckerberg’s advice to 19 year olds that want to have an impact Even though Zuckerberg was 19 when he started Facebook, he advises not turning your idea into a company until it’s working: “I always think the most important thing entrepreneurs should do is pick something they care about and work on it, but don’t actually commit to turning it into a company until it’s working. If you look at the data of the very best companies, I think a tremendous percentage of them have been built that way and not from people who decided upfront that they wanted to start a company because you just get locked into a local maxima a lot of the time.” Sam Altman agrees. Facebook didn’t become a formal company until 6 months in when Peter Thiel invested. In fact, Mark and Dustin Moskovitz even told Peter that they were still planning on going back to school for their Fall semester. Paul Graham gives similar advice in his essay “Want to start a startup?”: “So if you want to start a startup one day, what should you do in college? There are only two things you need initially: an idea and cofounders… [and] the way to get startup ideas is not to try to think of startup ideas… if you make a conscious effort to think of startup ideas, the ideas you come up with will not merely be bad, but bad and plausible-sounding, meaning you'll waste a lot of time on them before realizing they're bad. The way to come up with good startup ideas is to take a step back. Instead of making a conscious effort to think of startup ideas, turn your mind into the type that startup ideas form in without any conscious effort. In fact, so unconsciously that you don't even realize at first that they're startup ideas. This is not only possible, it's how Apple, Yahoo, Google, and Facebook all got started. None of these companies were even meant to be companies at first. They were all just side projects. The best startups almost have to start as side projects, because great ideas tend to be such outliers that your conscious mind would reject them as ideas for companies.”

Startup Archive

147,627 просмотров • 2 лет назад

Jack Dorsey: I think of the CEO role as “Chief Editor” of the company “I think of my role as CEO of Square as an editorial function,” Jack Dorsey explains. “By editorial, I mean there are a thousand things we could be doing, but there’s only one or two that are important.” He continues: “All of these ideas and stories from users, engineers, support people, designers, are going to constantly flood what we should be doing. We need to choose the one or two that are really going to drive and sustain the product. As an editor, I’m constantly taking all these inputs and deciding on that one — or the intersection of a few — that makes sense for what we’re doing.” There are three “access points” that Jack pays attention to in particular: 1. The team. “We have to bring the best people in and edit away any negative elements… At the end of the day, we’re just a group of people working on one single goal, and if we can’t step in a cohesive, coordinated fashion, we’re going to trip all over the place. Recruiting is no. 1.” 2. Internal & External Communication. “Internal communication is just the coordination of what we’re doing and why we’re doing it… If you have the vision, the next 30 days, 3 months, 6 months, and year maybe, it makes it very easy to set priorities and for all the edges of the company to do the right thing. The external communication is the product, and the product is the story we’re telling the world… We don’t want it to be about a person. We want it to be about how people are using it, fitting it into their lives, and what they’re doing with it. That’s the strongest story we have.” 3. Editing the “money in the bank” story. “This comes in two ways: 1) through investment… or 2) through revenue.” Jack concludes: “My three priorities and focus areas are in that order. That’s what I’m constantly editing as CEO, and I think it makes managing a growing company in a fast-paced environment very easy because there’s basically one thing you have to do: You have to make every single detail perfect and you have to limit the number of details. That’s it. If you can do that well… you’re going to succeed because you’re paying attention to the smallest things. And if you pay attention to the smallest things while knowing what’s important, then everything else takes care of itself.” Video source: Stanford University (2011)

Jack Dorsey: I think of the CEO role as “Chief Editor” of the company “I think of my role as CEO of Square as an editorial function,” Jack Dorsey explains. “By editorial, I mean there are a thousand things we could be doing, but there’s only one or two that are important.” He continues: “All of these ideas and stories from users, engineers, support people, designers, are going to constantly flood what we should be doing. We need to choose the one or two that are really going to drive and sustain the product. As an editor, I’m constantly taking all these inputs and deciding on that one — or the intersection of a few — that makes sense for what we’re doing.” There are three “access points” that Jack pays attention to in particular: 1. The team. “We have to bring the best people in and edit away any negative elements… At the end of the day, we’re just a group of people working on one single goal, and if we can’t step in a cohesive, coordinated fashion, we’re going to trip all over the place. Recruiting is no. 1.” 2. Internal & External Communication. “Internal communication is just the coordination of what we’re doing and why we’re doing it… If you have the vision, the next 30 days, 3 months, 6 months, and year maybe, it makes it very easy to set priorities and for all the edges of the company to do the right thing. The external communication is the product, and the product is the story we’re telling the world… We don’t want it to be about a person. We want it to be about how people are using it, fitting it into their lives, and what they’re doing with it. That’s the strongest story we have.” 3. Editing the “money in the bank” story. “This comes in two ways: 1) through investment… or 2) through revenue.” Jack concludes: “My three priorities and focus areas are in that order. That’s what I’m constantly editing as CEO, and I think it makes managing a growing company in a fast-paced environment very easy because there’s basically one thing you have to do: You have to make every single detail perfect and you have to limit the number of details. That’s it. If you can do that well… you’re going to succeed because you’re paying attention to the smallest things. And if you pay attention to the smallest things while knowing what’s important, then everything else takes care of itself.” Video source: Stanford University (2011)

Startup Archive

46,836 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)

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

Steve Ballmer talks about why the asset value of LA Clippers is “more secure” than Microsoft: “Unlike Microsoft, [the LA Clippers] cannot go to zero. The asset value...is far more secure than Microsoft. Why? They're not making more of them. As long as anybody in the world is getting richer, the buyer pool will only go up and people don't buy them for their earnings. I wish we had more earnings but -- at the end of the day -- people are buying them more like a piece of art. I mean not everybody. Some people don't like negative cash flow -- blah blah blah -- but at the end of the day, the Clippers have the best market in the world. I mean, you don't want to own a basketball team in [any other city other] than maybe Miami. The players want to play in LA. If you're a buyer, where do you want to go? If you don't live in LA, where do you want to go? Well, you want to go to LA or you want to go to Miami. You don't want to go to New York in the wintertime. If you're a foreign buyer, you want to go to LA.” *** From the must-watch Acquired interview:

Steve Ballmer talks about why the asset value of LA Clippers is “more secure” than Microsoft: “Unlike Microsoft, [the LA Clippers] cannot go to zero. The asset value...is far more secure than Microsoft. Why? They're not making more of them. As long as anybody in the world is getting richer, the buyer pool will only go up and people don't buy them for their earnings. I wish we had more earnings but -- at the end of the day -- people are buying them more like a piece of art. I mean not everybody. Some people don't like negative cash flow -- blah blah blah -- but at the end of the day, the Clippers have the best market in the world. I mean, you don't want to own a basketball team in [any other city other] than maybe Miami. The players want to play in LA. If you're a buyer, where do you want to go? If you don't live in LA, where do you want to go? Well, you want to go to LA or you want to go to Miami. You don't want to go to New York in the wintertime. If you're a foreign buyer, you want to go to LA.” *** From the must-watch Acquired interview:

Trung Phan

657,842 просмотров • 1 год назад