What happens to the Microsofts, Oracles and IBMs of the world is that when they get big enough, they don't think they need to bring that same level of focus and energy to the end-user experience.
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.
I have a lot of faults. I often interrupt in meetings. I talk too loud. I talk too fast.
We're going from a world of customized software to standardized platforms.
Tip: Take the stodgiest, oldest, slowest moving industry you can find. And build amazing software for it.
Do things that incumbents can't or won't do because it's economically or technically infeasible.
Innovation is hard because solving problems people didn't know they had & building something no one needs look identical at first.
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?'
I think I'm the kind of person who would be very difficult to employ - I'm pretty annoying, but driven.
Your product should sell itself, but that does not mean you don't need salespeople.
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.
Every single industry is going through a major business model and technology oriented disruption.
You want to find the really crazy but still somewhat reasonable outliers within the customer ecosystem.
I think because of the iPhone and the fact that we now have a ubiquitous internet, our creativity in the startup space is 10 times different. Every single industry, every single market, is going to be technology-driven in some way. There's an infinite opportunity for startups because now you can go and solve problems that previously looked like they had nothing to do with technology.
In the enterprise you want to start intentionally small.
My workday begins around 11 A.M., with a cup of black coffee in each hand. If I had more hands, there would be more coffee.
You can look at the cost structure of an incumbent company and discover: where are they not going to be able to drop their prices... because that business model is fundamental to the existence of the company.
Always look for these changing technology factors- any market that has a significant change in the underlying raw materials ...or enabling factors, is an environment that is about to change in a very significant way.
Innovation in tech favors the naive and the stubborn. If you are too rational you won't tackle problems that others once failed at.
Everything about the enterprise, and then by definition the software the enterprise uses has changed - just in the last 5 years.
Go after the customers that are working in the future, but haven't totally lost their minds.
If you don't go to every level of your company, you distance yourself from the marketplace and from your people.
Listen to your customers, but don't always build exactly what they're telling you. This is a really key distinction around building enterprise software.
My mom is proud of me. But she might not be too happy about the hours I keep or how little I eat. I wake up so late that it would be inappropriate to have breakfast. At most, I will have a snack in the day and dinner. I realize that it's not the healthiest way to live, but it's all I really have time for.
It's unfortunate biologically we have to sleep.
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