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Better to be right about the trend and wrong about the implementation, than the other way around.

Aaron Levie

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Aaron Levie
Age: 38
Born: 1985
Born: December 27
Entrepreneur
Seattle
Washington
Way
Implementation
Trend
Trends
Wrong
Around
Better
Right

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Read these 3 books - Crossing the Chasm, Innovators Dilemma and Behind the Cloud.
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I tend to not discriminate when it comes to people I can learn from. Basically, if someone has built a meaningful business in software, technology or media, faced disruption and adversity, and overcame underdog status, I want to know how they did it.
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Startups live at the intersection of existential crisis and everything going perfectly great.
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Better to be too early and have to try again, than be too late and have to catch up.
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Any time where the delta b/w what is possible and how things work today is at its widest, that's an opportunity to go build new technology.
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Execute like there's no tomorrow, strategize like there will be.
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The most customer-centric organizations can answer any question by deciding what's best for the customer, without ever having to ask.
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Innovation is hard because solving problems people didn't know they had & building something no one needs look identical at first.
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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.
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Sometimes things are the way they are and can't be changed, other times it's because no one ever tried. Your job is to find the latter.
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You'll learn more in a day talking to customers than a week of brainstorming, a month of watching competitors, or a year of market research.
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It's unfortunate biologically we have to sleep.
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A lot of being productive personally is determined by how you organize your entire business. You can't separate those two things.
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If you don't go to every level of your company, you distance yourself from the marketplace and from your people.
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The IT model of the enterprise has become a lot more user lead.
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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.
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The chance of failure is almost always better than the guarantee of never knowing.
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You can keep 'consumer' DNA at the center of your product. That will always mean that adoption is easier.
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They can bring the technology in, then you can sell to the enterprise when they want to have better control, better security... you still have the same biz model as a traditional enterprise sw company, but the way to get into the company is through the end user.
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Uber is a $3.5 billion lesson in building for how the world *should* work instead of optimizing for how the world *does* work
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