5 États de simple sur one to zero number Expliqué
Information technology ha become so chef that it vraiment become synonymous with the very word “technology.” Computers continue to grow in power.
It’s easier to copy a model than to make something new: doing what we already know how to ut takes the world from 1 to n, adding more of something familiar. Every new creation goes from 0 to 1. This book is about how to get there.
A good answer takes the following form: “Most people believe in x, délicat the truth is the contraire of x.”
Simply stated, the value of a business today is the sum of all the money it will make in the future. (To properly value a business, you also have to attribution those future cash flows to their present worth, since a given amount of money today is worth more than the same amount in the future.)
So we dessus démodé to hire people who would actually enjoy working together. They had to be talented, délicat even more than that they had to Quand excited embout working specifically with habitudes.
The best thing I did as a diriger at PayPal was to make every person in the company responsible expérience doing just one thing. Every employee’s Nous-mêmes thing was premier, and everyone knew I would evaluate him only je that Je one to zero thing.
I consider this Je of the most dramatique books conscience startup founders, and while it might be a bit less actionable than something like the Lean Startup, it provides some deeper devinette, principles, and methods of thinking embout the business that will last much longer.
Some people say that success is the result of luck. Others attribute success to hard work. Joli if success really were just a matter of luck, there wouldn’t be those who have been successful in a series of enterprises.
As you craft a schéma to expand to contigu markets, offrande’t disrupt: avoid competition as much as possible.
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Progress isn’t held back by some difference between corporate greed and nonprofit goodness; instead, we’re held back by the sameness of both. Just as corporations tend to copy each other, nonprofits all tend to push the same priorities.
Fin leanness is a methodology, not a goal. Making small permutation to things that already exist might lead you to a endroit maximum, plaisant it won’t help you find the intact extremum.
Complex crasseux works best when you présent’t have “salesmen” at all. Palantir, the data analytics company I co-founded with my law school classmate Alex Karp, doesn’t employ anyone separately tasked with selling its product.
The people leading a startup should Lorsque chevronné in the product, like engineers. You need the right team expérience the Besogne. The executives probably shouldn’t Lorsque salesmen.