
Build: An Unorthodox Guide to Making Things Worth Making

The novel technology can deliver on the company vision—not just within the product but also the infrastructure, platforms, and systems that support it.
Tony Fadell • Build: An Unorthodox Guide to Making Things Worth Making
If there are gods of software design and coding, they are Bill Atkinson and Andy Hertzfeld.
Tony Fadell • Build: An Unorthodox Guide to Making Things Worth Making
If this idea is going to eat up years of your life, you should at least take a few months to research it, build out detailed (enough) business and product development plans, and see if you’re still excited about it. See if it will chase you.
Tony Fadell • Build: An Unorthodox Guide to Making Things Worth Making
I needed to learn. And the best way to do that was to surround myself with people who knew exactly how hard it was to make something great—who had the scars to prove it. And if it turned out to be the wrong move, well, making a mistake is the best way to not make that mistake again. Do, fail, learn.
Tony Fadell • Build: An Unorthodox Guide to Making Things Worth Making
So before you decide to be a manager, you should think hard about whether it’s the right path for you. Because you don’t have to do it.
Tony Fadell • Build: An Unorthodox Guide to Making Things Worth Making
the “why” always has to be crisp and easy to articulate.
Tony Fadell • Build: An Unorthodox Guide to Making Things Worth Making
Some VCs court very inexperienced startups with the intention of pushing them around and telling them what to do rather than allowing the founder and CEO to run the company.
Tony Fadell • Build: An Unorthodox Guide to Making Things Worth Making
I started reading management books and realized that a great deal of management comes down to how you manage your own fears and anxieties. That led me to psychology books. And that led me to therapy. And yoga. I started both in 1995, long before either was widely accepted. It wasn’t because I was a crazy person or because becoming a manager was tur
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Tesla was in danger of becoming just one more electric car in a market flooded by them. So they started electrifying different kinds of vehicles and innovating charging networks and retail and service, batteries and supply chains. They’re ensuring that the competition has to fully disrupt every part of their operations to even enter the race. Once
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Disrupting ancillary parts of the business so that the consumer is locked into your ecosystem bc of the value you deliver at an ecosystem-level, especially if/when your main product is commoditized