Execute like there's no tomorrow, strategize like there will be.
Startups often win because it's easier to see what comes next when you don't have to worry about maintaining what came last.
Opportunity lives at the intersection of what people need tomorrow and can be just barely built today.
The product that wins is the one that bridges customers to the future, not the one that requires a giant leap.
Better to be too early and have to try again, than be too late and have to catch up.
Start with the assumption that the best way to do something is not the way it's being done right now.
The only way to avoid disruption is to constantly do what you would if you were just starting out.
I think people are always able to achieve more than they think they can. While that’s cliche, I don’t know if managers think about that enough. You have to set your sights extremely high.
Too little process and you can't get good work done. Too much process and you can't get any work done. Most companies never find the middle.
I'm obsessed with speed. I'm always asking myself, 'Why can't we do things faster? Why can't it happen more efficiently? Why is this requiring three meetings instead of one?'
If every customer is using your product "correctly", you'll never learn anything interesting about what to do next.
I think I'm the kind of person who would be very difficult to employ - I'm pretty annoying, but driven.
I have a lot of faults. I often interrupt in meetings. I talk too loud. I talk too fast.
When you're doing something you're passionate about, stress becomes a featurenot a bug.
We're going from a world of customized software to standardized platforms.
Start with something simple and small, then expand over time. If people call it a 'toy' you're definitely onto something.
Do things that incumbents can't or won't do because it's economically or technically infeasible.
That's already been tried before only means the first attempt got it wrong.
Companies have never won. You're always either fighting for survival, or fighting for relevance.
Tip: Take the stodgiest, oldest, slowest moving industry you can find. And build amazing software for it.
The chance of failure is almost always better than the guarantee of never knowing.
Your product should sell itself, but that does not mean you don't need salespeople.
A lot of being productive personally is determined by how you organize your entire business. You can't separate those two things.
There's a lot of pride that business owners have. It's actually really critical that pride and ownership extends to everyone in the organization. I think of everyone is in the same boat in driving the company forward.
You intentionally start small, because you will not be able to compete with an incumbent... because the incumbent is always going to go for the full solution.
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