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It's pretty clear that [customers] know what their budgets are now, and what they want to spend it on.

Ben Horowitz

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Ben Horowitz
Age: 58
Born: 1966
Born: June 13
Businessman
Businessperson
Engineer
London
England
Benjamin Abraham Horowitz
Customers
Spend
Pretty
Clear
Budgets

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If you manage a team of 10 people, its quite possible to do so with very few mistakes or bad behaviors. If you manage an organization of 1,000 people it is quite impossible. At a certain size, your company will do things that are so bad that you never imagined that youd be associated with that kind of incompetence.
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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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A key thing in being a leader is you’ve got to pause yourself.
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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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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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Your employees know each other better than they know you.
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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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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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I don’t believe in statistics. I believe in calculus.
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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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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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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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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
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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 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.
Ben Horowitz
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Sometimes an organization doesn’t need a solution it just needs clarity.
Ben Horowitz
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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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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.
Ben Horowitz
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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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Relationships built from a business do better than the reverse.
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