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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.

Ben Horowitz

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Ben Horowitz
Age: 58
Born: 1966
Born: June 13
Businessman
Businessperson
Engineer
London
England
Benjamin Abraham Horowitz
Moving
Kinds
Difficult
Based
Servers
Problem
Problems
Server
Kind
Move
Computing
Security
Worms
Control
Arise
Company
Manage
Quality
Companies

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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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Until you make the effort to get to know someone or something, you don’t know anything.
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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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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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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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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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I don’t believe in statistics. I believe in calculus.
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Here's Kanye, the great musical genius of his generation in hip hop, but, like, society really can't even deal with him because he's always saying something that people go, 'Oh, I can't believe Kanye said that. I can't believe he did that.'
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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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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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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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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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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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The only thing that prepares you to run a company is running a company.
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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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