Big companies have trouble with innovation. Innovation is about bad ideas, or ideas that look like bad ideas. That's the fundamental thing.
It turns out that is exactly what product strategy is all about—figuring out the right product is the innovator’s job, not the customer’s job.
Interpretation
What this quote means
Product strategy involves innovators determining what products to create instead of relying on customers to dictate their needs.
In the quote, Ben Horowitz emphasizes the crucial role of innovators in product strategy, stating that it is their responsibility to identify and develop the right products based on insight and vision, rather than waiting for customers to express their desires. This perspective shifts the focus from customer-driven development to innovator-led exploration, suggesting that true innovation requires proactive decision-making and creativity from those in charge.
Themes
In practice
Example use cases
This quote can be used in a presentation about product development strategies.
More from Ben Horowitz
All quotes →As a company gets big, the information that informs decision-making gets massive. Depending upon the prism through which you view the business, your perspective will vary. If two people are in charge, this variance will cause conflict and delay.
You read these management books that say, 'These are the hard things about running a company.' But those aren't really the hard things. The hard things are when you have to layoff half your company, or you have to fire your best friend. Or you have to figure out a way not to go bankrupt.
Look - this is the terror of being a founder & CEO. It is all your fault. Every decision, every person you hire, every dumb thing you buy or do - ultimately, you're at the end.
Nobody knows how to be a CEO. It's something you have to learn. It's a very lonely job.
As long as people are clear on what they need to do and what's going on, you're very likely to succeed. When nobody is clear, then you're guaranteed to fail.
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Zoom does not focus on revenue goals, but rather we have confidence that focusing on the happiness of existing customers and our employees will organically increase growth.
Roughly speaking, when you are dealing with business firms operating in a competitive system, you can assume that they're going to act rationally. Why? Because someone in a firm who buys things at $10 and sells them for $8.00 isn't going to last very long in that firm.
At first, we couldn't be establishment, because we didn't have any money. We were guerrilla marketers, and we still are, a little bit. But, as we became No. 1 in our industry, we've had to modify our culture and become a bit more planned.
Corporations hope that the right concept will turn things around overnight. This is what you might call the crash-diet approach: starve yourself for a few days and you'll be thin for life.
A lot of entrepreneurs hate big companies. But if you hate them so much, why are you trying to build a new one? The truth is, as soon as a startup has any kind of success whatsoever, it will face big company problems.
It turns out that people - in every country in the world, there's a segment of buyer that wants the best product and the best experience. And that's what we're about providing.