At a startup, it's hard enough to get a single thing right, much less a whole bunch of things. Especially if the things you are trying to do are not only dissimilar but actively impede each other.
Marc RandolphRead
If you want your company to succeed, you have to have the confidence in your business to take a bet on its future - to risk destroying a mediocre business model for the chance to have a strong one.
Interpretation
Success in business requires taking risks and having confidence in new ideas.
This quote emphasizes the importance of having the confidence to invest in the potential of your business, even if it means abandoning a mediocre existing model. It highlights that true success often comes from bold decisions and the willingness to embrace risk for the possibility of achieving something greater.
In practice
Using this quote during a business presentation to motivate stakeholders to embrace innovation.
At a startup, it's hard enough to get a single thing right, much less a whole bunch of things. Especially if the things you are trying to do are not only dissimilar but actively impede each other.
The biggest problem I see with early-stage entrepreneurs is they get the idea in their head, and they leave it in their head. And they begin embellishing it in their head, making it more ornate. They add on the second story to their dream house - then add the tennis court and the turrets and the gargoyles.
Iteration, not ideation, is the most important part of early stage entrepreneurship. You have to have a lot of ideas - a lot of bad ideas - if you want to end up with a good one.
Build something, make something, test something, sell something. Learn for yourself if your idea is a good one.
I wasn't ready for the majors when I joined the Pirates in 1955. I was too young and didn't know my way around.
Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline.
Start out by making 100 users really happy, rather than a lot more users only a little happy.
I didn't get hugely famous really quick. It was a slow, gradual process, so I was able to sort of grow into myself and figure out who I was and what I wanted without the glaring spotlight on me telling me who I was.
Those that spend the most effort in search of shortcuts are often the most disappointed and the least successful.
When I first discovered in the early 1980s the Italian espresso bars in my trip to Italy, the vision was to re-create that for America - a third place that had not existed before. Starbucks re-created that in America in our own image; a place to go other than home or work. We also created an industry that did not exist: specialty coffee.
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