Big companies have trouble with innovation. Innovation is about bad ideas, or ideas that look like bad ideas. That's the fundamental thing.
Ben HorowitzRead
Startup CEOs should not play the odds. When you are building a company, you must believe there is an answer and you cannot pay attention to your odds of finding it. You just have to find it. It matters not whether your chances are nine in ten or one in a thousand; your task is the same.
Interpretation
Focus on finding solutions rather than worrying about the likelihood of success.
This quote emphasizes the importance of determination and belief in the pursuit of building a startup. Ben Horowitz suggests that a CEO should concentrate on the efforts needed to solve problems and find answers without being distracted by the odds of success, as the challenge remains constant regardless of the perceived chances of success.
In practice
A motivational speech for aspiring entrepreneurs at a startup event.
Big companies have trouble with innovation. Innovation is about bad ideas, or ideas that look like bad ideas. That's the fundamental thing.
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.
If you love your work, if you enjoy it, you're already a success.
If you want to create abundance for yourself, create it for someone else.
A lot of people would be happy that they got through a long career and had a chance to play as many times in the finals. To me, I wanted to win for the franchise and for the people. And when you can't do that, it's devastating, particularly for someone like me.
I'm starting to judge success by the time I have for myself, the time I spend with family and friends. My priorities aren't amending; they're shifting.
In the time of the robber barons, my great grandfather insisted on reinvesting and sharing profits with workers... He was told he was a socialist, that he was not welcome on Wall Street.
I grew up in a working class family where there was no health insurance. I saw first hand the fracturing of the American dream and the bitterness that comes when there is no hope and a lot of despair. So I wanted to build the company, in a sense, that my father never got a chance to work for.
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