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Relationships built from a business do better than the reverse.

Ben Horowitz

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Ben Horowitz
Age: 58
Born: 1966
Born: June 13
Businessman
Businessperson
Engineer
London
England
Benjamin Abraham Horowitz
Reverse
Relationships
Built
Business
Better

More quotes by Ben Horowitz

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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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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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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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Groupon looked like a very high valuation, but any investment in a great company at any stage is almost always a good investment.
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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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The important thing about mobile is, everybody has a computer in their pocket. The implications of so many people connected to the Internet all the time from the standpoint of education is incredible.
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I don’t believe in statistics. I believe in calculus.
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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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To succeed at selling a losing product, you must develop seriously superior sales techniques. In addition, you have to be massively competitive and incredibly hungry to survive in that environment.
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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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What do you get when you cross a herd of sheep with a herd of lemmings? A herd of venture capitalists.
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There is no silver bullet. There are always options and the options have consequences.
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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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The right thing to do is to thank them for their work, let people know that they're moving on, and ... you don't really have to explain all their personal details. It's more important to leave them with their dignity... and let them go on to live another day. Remember, what you say at that meeting, that's their reputation.
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Sometimes an organization doesn’t need a solution it just needs clarity.
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In life, everybody faces choices between doing what's popular, easy, and wrong vs. doing what's lonely, difficult, and right. These decisions intensify when you run a company, because the consequences get magnified 1,000 fold. As in life, the excuses for CEOs making the wrong choice are always plentiful.
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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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Breakthrough ideas usually come from guys who look like they're hallucinating
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It's quite possible for an executive to hit her goal for the quarter by ignoring the future.
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