If you pivot, do it fully and with conviction. The worst thing is to try to do a bit of the old and the new-it's hard to kill your babies.
You want to continue to be run by great products, not process for it's own sake.
I really believe that the single hardest thing in business is building a company that does repeatable innovation... and just has this ongoing culture of excellence as it grows.
The single word that matters most I think to keep the company productive as it grows is alignment.
Because it's one of these sort of connections between nodes- every pair of people adds communication overhead.
As you grow, the productivity I think, goes down with the square of the number of employees if you don't make an effort.
As you grow, it feels hopelessly corporate but it really is worth putting in place these compensation bands.
You need someone that behaves like James Bond more than you need someone that is an expert in some particular domain.
The role of the board is advice and consent. If the CEO does not lay out a clear strategy and tries to get the board to set one, it will usually end in disaster.
Most good founders that I know at any given time have a set of small overarching goals for the company that everybody in the company knows.
You have to be intense. This only comes from the CEO, this only comes from the founders.
Remember that the idea will expand, and become more ambitious as you go.
You're saying no ninety-seven times out of a hundred, and most founders find they have to make a very conscious effort to do this.
If you have several ideas that all seem pretty good, work on the one that you think about, when you're not trying to think about work.
You certainly don't need to have everything figured out in the path from here to world domination.
So it's worth some real up front time to think through the long term value and the defensibility of the business.
In general though, if you look at the track record of pivots, they don't become big companies.
There are exceptions of course, but most companies start with a great idea - not a pivot.
One of the keys to focus, and why I said cofounders that aren't friends really struggle, is that you can't be focused without good communication.
You're either not hiring at all or it's probably your single biggest block of time.
The cost of getting an early hire wrong is really high.
You'll get more support on a hard, important, project than a derivative one.
... but the pendulum has swung way out of whack here. A bad idea is still bad, and the pivot happy world we're in today feels suboptimal.
We pretty much won't fund a company now where the founders don't have vested equity because it's just that hard to do.
The hard part is that this is a very fine line. There's right on one side of it, and crazy on the other.
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