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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.

Aaron Levie

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Aaron Levie
Age: 38
Born: 1985
Born: December 27
Entrepreneur
Seattle
Washington
Ever
Organizations
Without
Customers
Organization
Answer
Question
Answers
Centric
Asks
Deciding
Best
Customer

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Startups live at the intersection of existential crisis and everything going perfectly great.
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If you're in your early 20s and you're hanging out with a bunch of other people in their early 20s, nobody has a sense of the kinds of problems that real 'workers' run into every day. They're running into a completely different set of problems like 'what's the party going on right now that I should be going to?
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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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I have a lot of faults. I often interrupt in meetings. I talk too loud. I talk too fast.
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Execute like there's no tomorrow, strategize like there will be.
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The chance of failure is almost always better than the guarantee of never knowing.
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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.
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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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Start with the assumption that the best way to do something is not the way it's being done right now.
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My co-founder Dylan Smith and I left our junior year of college to move to the Bay Area. To the horror of our friends' parents, we actually had two other friends drop out of college to work on the product. The four of us were just working non-stop growing Box.
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Startups often win because it's easier to see what comes next when you don't have to worry about maintaining what came last.
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Modularize, don't customize. Build a platform as opposed to building all of the custom technology and custom vertical experiences.
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If every customer is using your product correctly, you'll never learn anything interesting about what to do next.
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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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You want to find the really crazy but still somewhat reasonable outliers within the customer ecosystem.
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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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The best technology is aimed far enough in the future that it stands out, but close enough to the present that it blends in.
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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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You can keep 'consumer' DNA at the center of your product. That will always mean that adoption is easier.
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Read these 3 books - Crossing the Chasm, Innovators Dilemma and Behind the Cloud.
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