Startup Advice
sari and
Startup Advice
Thread by @patio11: "Some people really benefit from hearing advice that everyone knows, for the same reason we keep schools open despite every subject in them h […]"
Thread Readerthreadreaderapp.com![Thumbnail of Thread by @patio11: "Some people really benefit from hearing advice that everyone knows, for the same reason we keep schools open despite every subject in them h […]"](https://sublimeinternet-public-storage-production.s3.amazonaws.com/media/images/thumbnails/curation/f2b6f9bcdd2c4ad48e30a61f6dacb520/thumbnail.jpg)
You can’t be a hoarder of power within an organization. Once you get to a point where you feel like something is ready for lots of scale, get comfortable with letting it go so you can move on to the next building challenge.
23 Tactical Company Building Lessons, Learned From Scaling Stripe & Notion
Founders that step away grow their startup; find a team to trust and then share the power to increase your scaling velocity.
"Move fast and break things" is outdated advice for startups.
Software ate the world—and there's more competition than ever.
Our startup learned the hard way to ignore this advice, and this is what happened:
Dani Granttwitter.comSo, what exactly has OpenAI done differently? Expanding on Altman’s comments and adding a few others.
- Going to market with a consumer and an enterprise product. ChatGPT Enterprise just launched. There’s ChatGPT Plus for $20/month for consumers. Is ChatGPT just product-led growth for the enterprise product, or will OpenAI run two playbooks: one to
Matt Rickard • The Contrarian Strategy of OpenAI
Steve Jobs: The more dependent Google is on Apple, the better
October 10, 2008
It’s never the right time, but right now is usually the best time.
3-2-1: On the importance of beauty, fixing silent complaints, and a simple rule to make life easier
The Jenga situation
seths.blog
The early days are exciting. Customers are seen and heard and served. Variations are created and value is produced as problems are solved.
In the early days, the most celebrated employees are the ones who figure out what someone needs and then determines a way to fill that need.
Once the organization gains traction, it’s possible that a short-term profit maximizer will join the team. They push to treat the customers as replaceable flanges, almost identical, income opportunities to be processed. And the employees? They are expenses, not part of a team.
It can seem like the fastest way for a stable business to increase profits is simply to remove some sticks. Process more flanges with fewer expenses. Lower overhead, measure the easy stuff, do it faster.
We spend too much time dealing with shaky towers. The resilience of people connecting, of organizations evolving, of service and clarity and generative work is far too important to be threatened by a few hustlers who insist on measuring the wrong thing.