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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.

Aaron Levie

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Aaron Levie
Age: 38
Born: 1985
Born: December 27
Entrepreneur
Seattle
Washington
Always
Cliche
Think
Managers
Thinking
Extremely
People
Sight
Achieve
High
Able
Enough
Sights

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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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Do things that incumbents can't or won't do because it's economically or technically infeasible.
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The only barrier to entry you can create is to consistently build a great product.
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Jeff Bezos is opening a retail store and owns a newspaper. Turns out everything we thought about the Internet is wrong.
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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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You can keep 'consumer' DNA at the center of your product. That will always mean that adoption is easier.
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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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Read these 3 books - Crossing the Chasm, Innovators Dilemma and Behind the Cloud.
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All we're really doing is repeating technologies that were tried 10, 20, 30 years ago... it's just that it was too expensive, too unusable, and we didn't have the enabling technologies to make it possible.
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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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The 10% between 90% done to 100% done takes most of the time, causes most of the stress, but is all of the value.
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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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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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All of a sudden, if you think about the entire ecosystem of connected devices that can pull down information, access content and allow me to share and work and communicate, the vast majority now are not Windows computers. They are iPhones. They are iPads. They are Android devices.
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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.
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Startups live at the intersection of existential crisis and everything going perfectly great.
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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.
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The benefit to building a startup is that customers don't have the same kind of friction when they adopt new technology.
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Better to be right about the trend and wrong about the implementation, than the other way around.
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In the enterprise you want to start intentionally small.
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