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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.
Ben Horowitz
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Ben Horowitz
Age: 58
Born: 1966
Born: June 13
Businessman
Businessperson
Engineer
London
England
Benjamin Abraham Horowitz
Careers
Engineers
Emotional
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Engineer
More quotes by Ben Horowitz
I think theres a lot to be said about just enjoying your work. It can be very contrived when people say their work is for the good of mankind.
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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 only thing that prepares you to run a company is running a company.
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In all the difficult decisions that I made through the course of running Loudcloud and Opsware, I never once felt brave. In fact, I often felt scared to death. I never lost those feelings, but after much practice, I learned to ignore them. That learning process might also be called the courage development process.
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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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I don’t believe in statistics. I believe in calculus.
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A key thing in being a leader is you’ve got to pause yourself.
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How do you make your company a good place to work in general? That's a really really really large and complex set of skills. A lot of it is on the job training, combined with excellent mentorship.
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For example, the vast majority of security break-ins occur as a result of problems with known fixes. With an automated system, you can keep up to date.
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There is no silver bullet. There are always options and the options have consequences.
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Mark [Andressen] was more popular than me at the time ... He was like Beyoncé, I was Kelly Rowlings
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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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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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It's pretty clear that [customers] know what their budgets are now, and what they want to spend it on.
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Sometimes an organization doesn’t need a solution it just needs clarity.
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Relationships built from a business do better than the reverse.
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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 right answer on raises is you have to be formal. You have to be formal to save your own culture.
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Your employees know each other better than they know you.
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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.
Ben Horowitz
