Quotes of All Topics . Occasions . Authors
I don't use many apps. I use naps.
My acronym is WWSJD: What Would Steve Jobs Do?
It's unfortunate biologically we have to sleep.
In the enterprise you want to start intentionally small.
The IT model of the enterprise has become a lot more user lead.
Execute like there's no tomorrow, strategize like there will be.
If people don't think the odds are against you, you're doing it wrong.
Entrepreneurship: 10% coach, 20% player, 30% cheerleader, 40% waterboy.
We're going from a world of customized software to standardized platforms.
That's already been tried before only means the first attempt got it wrong.
We didn't really start the company to go build an enterprise software company.
Read these 3 books - Crossing the Chasm, Innovators Dilemma and Behind the Cloud.
The chance of failure is almost always better than the guarantee of never knowing.
The only barrier to entry you can create is to consistently build a great product.
Your product should sell itself, but that does not mean you don't need salespeople.
Better to be too early and have to try again, than be too late and have to catch up.
When you're doing something you're passionate about, stress becomes a featurenot a bug.
I have a lot of faults. I often interrupt in meetings. I talk too loud. I talk too fast.
Go after the customers that are working in the future, but haven't totally lost their minds.
Startups live at the intersection of existential crisis and everything going perfectly great.
Companies have never won. You're always either fighting for survival, or fighting for relevance.
Do things that incumbents can't or won't do because it's economically or technically infeasible.
Every single industry is going through a major business model and technology oriented disruption.
Better to be right about the trend and wrong about the implementation, than the other way around.
The only way to avoid disruption is to constantly do what you would if you were just starting out.
Start with the assumption that the best way to do something is not the way it's being done right now.
Opportunity lives at the intersection of what people need tomorrow and can be just barely built today.
You want to find the really crazy but still somewhat reasonable outliers within the customer ecosystem.
I think I'm the kind of person who would be very difficult to employ - I'm pretty annoying, but driven.
Tip: Take the stodgiest, oldest, slowest moving industry you can find. And build amazing software for it.
You can keep 'consumer' DNA at the center of your product. That will always mean that adoption is easier.
The product that wins is the one that bridges customers to the future, not the one that requires a giant leap.
If you don't go to every level of your company, you distance yourself from the marketplace and from your people.
If there could've ever been a magical time to build an enterprise software company, now is absolutely that time.
The 10% between 90% done to 100% done takes most of the time, causes most of the stress, but is all of the value.
If every customer is using your product "correctly", you'll never learn anything interesting about what to do next.
In an IT lead world, incumbents generally win because they have the existing relationship with the IT organization.
Look for new enabling technologies that create a wide gap between how things have been done and how they can be done.
In a user lead model, users are bringing in their own technology... and you can build software then, around the user.
Why we do what we do: that moment when you get to see the future on your computer screen before the rest of the world.
Jeff Bezos is opening a retail store and owns a newspaper. Turns out everything we thought about the Internet is wrong.
The benefit to building a startup is that customers don't have the same kind of friction when they adopt new technology.
Start with something simple and small, then expand over time. If people call it a 'toy' you're definitely onto something.
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.
Startups often win because it's easier to see what comes next when you don't have to worry about maintaining what came last.
The best technology is aimed far enough in the future that it stands out, but close enough to the present that it blends in.
Uber is a $3.5 billion lesson in building for how the world *should* work instead of optimizing for how the world *does* work
We're enamored with the concept that there's always a price. But sometimes, your goal is to build a great company, not sell it.
Everything about the enterprise, and then by definition the software the enterprise uses has changed - just in the last 5 years.
A lot of being productive personally is determined by how you organize your entire business. You can't separate those two things.