Quote

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.

Aaron Levie

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Aaron Levie
Age: 39
Born: 1985
Born: December 27
Entrepreneur
Seattle
Washington
Find
Little
Done
Work
Companies
Much
Middle
Good
Company
Never
Process
Littles

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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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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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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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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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I don't use many apps. I use naps.
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Execute like there's no tomorrow, strategize like there will be.
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Always look for these changing technology factors- any market that has a significant change in the underlying raw materials ...or enabling factors, is an environment that is about to change in a very significant way.
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That's already been tried before only means the first attempt got it wrong.
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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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I interned at Miramax and subsequently at Paramount because I was really curious about the future of entertainment - how were we going to get films online? While the inspiration for Box didn't come from that experience directly, it was very obvious that bigger businesses had a lot of slow processes and cumbersome technology.
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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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There's a lot of pride that business owners have. It's actually really critical that pride and ownership extends to everyone in the organization. I think of everyone is in the same boat in driving the company forward.
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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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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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The only barrier to entry you can create is to consistently build a great product.
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In a user lead model, users are bringing in their own technology... and you can build software then, around the user.
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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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Opportunity lives at the intersection of what people need tomorrow and can be just barely built today.
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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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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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