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Sometimes an organization doesn’t need a solution it just needs clarity.

Ben Horowitz

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Ben Horowitz
Age: 58
Born: 1966
Born: June 13
Businessman
Businessperson
Engineer
London
England
Benjamin Abraham Horowitz
Solutions
Organization
Doesn
Need
Sometimes
Needs
Clarity
Solution

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I was an executive running a pretty substantial group before becoming CEO, and I had no idea what it was like. When something goes wrong, people say, 'It's all your fault.' Your reaction is, 'It's not my fault.' But what do you mean? I was the founder, I hired everybody in the company, I was managing it.
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Relationships built from a business do better than the reverse.
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Billionaires prefer Black women. They are loyal and guard your interests. Black wives are for grown ups.
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Early in my career as an engineer, I’d learned that all decisions were objective until the first line of code was written. After that, all decisions were emotional.
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As companies move to web-based computing they get a lot more servers, which are difficult to manage and control. All kinds of problems can arise - security, quality and worms.
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The key to high-quality communication is trust, and its hard to trust somebody that you dont know.
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You know what the difference between a vision and a hallucination is? They call it a vision when other people can see it.
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It's pretty clear that [customers] know what their budgets are now, and what they want to spend it on.
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When I was CEO, and I'd listen to music, a lot of people listen to music and you get inspiration from it. And a lot of things in hip hop are very instructive for being in business. Particularly, hip hop is a lot about business, and so it was very useful for me in any job.
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The primary thing that any technology startup must do is build a product that's at least 10 times better at doing something than the current prevailing way of doing that thing. Two or three times better will not be good enough to get people to switch to the new thing fast enough or in large enough volume to matter.
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Hire sales people who are really smart problem solvers, but lack courage, hunger and competitiveness, and your company will go out of business.
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Nothing motivates a great employee more than a mission that's so important that it supersedes everyone's personal ambition.
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There are no shortcuts to knowledge, especially knowledge gained from personal experience. Following conventional wisdom and relying on shortcuts can be worse than knowing nothing at all.
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Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand.
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The bigger you get, the harder this gets because the more aggressive the people working for you are.
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Startup CEOs should not play the odds. When you are building a company, you must believe there is an answer and you cannot pay attention to your odds of finding it. You just have to find it. It matters not whether your chances are nine in ten or one in a thousand your task is the same.
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A CEO needs great intelligence and great courage. And I always found my courage was tested more.
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Over the last ten years, technological advances have dramatically lowered the financial bar for starting a new company, but the courage bar for building a great company remains as high as it has ever been.
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Don't punk out and don't quit.
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The person they're working with, is going to be the person they'll know more. So if that person leaves, they're going to go - well, should have I left too? What did they get and how does that compare to my deal.
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