younglingfeynman.com

We universally lack the discipline to halt our inertia to ask, Should I still be doing what I'm doing?

In my experience most of the companies are run by highly creative, idealistic people. Many of them started off with products that were optimized for the needs of the users and community and almost all of them ended up optimized for the needs of the company.

Meanwhile, the one thing you can measure is dangerously misleading.

Taggar says that as he thinks about earlier examples of YC startups that tried a new product release or something else that had caused worry and anxiety before it was introduced, he cannot think of a single instance in which the outcome was “unfixably bad.” He reminds them that experiments offer an opportunity to learn from users. “You try out some

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What I really wanted to know is would she even invest in Dollar Shave Club or Warby Parker again today if they were in a new category?

The second was that nobody knew what the business model was going to be. In fact, Excite really never got the business model right at all. We fell into the classic problem of how, when a new medium comes out, it adopts the practices, the content, the business models of the old medium—which fails, and then the more appropriate models get figured out

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