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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.

Aaron Levie

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Aaron Levie
Age: 38
Born: 1985
Born: December 27
Entrepreneur
Seattle
Washington
Way
Technology
Enterprise
Control
Sell
Bring
Model
Company
Sells
Ends
Traditional
Stills
Models
Still
Building
User
Better
Security
Users

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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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Innovation in tech favors the naive and the stubborn. If you are too rational you won't tackle problems that others once failed at.
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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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You can keep 'consumer' DNA at the center of your product. That will always mean that adoption is easier.
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We're going from a world of customized software to standardized platforms.
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Entrepreneurship: 10% coach, 20% player, 30% cheerleader, 40% waterboy.
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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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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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Better to be too early and have to try again, than be too late and have to catch up.
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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 product that wins is the one that bridges customers to the future, not the one that requires a giant leap.
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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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Companies have never won. You're always either fighting for survival, or fighting for relevance.
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When you're doing something you're passionate about, stress becomes a featurenot a bug.
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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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In the enterprise you want to start intentionally small.
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You intentionally start small, because you will not be able to compete with an incumbent... because the incumbent is always going to go for the full solution.
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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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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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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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