[startup]
Ship more.
[startup]
Finding startup ideas is a subtle business, and that's why most people who try fail so miserably. It doesn't work well simply to try to think of startup ideas. If you do that, you get bad ones that sound dangerously plausible. The best approach is more indirect: if you have the right sort of background, good startup ideas will seem obvious to you. ... See more
paulgraham.com • How to Get Startup Ideas
The Apple principle: “Don’t ship novelty. Ship significance.”
Zoe Scaman • Field Notes From the Edge
Imagine your customer at a dinner party. Someone asks them about that new tool they've been raving about. Do they: A) Launch into a feature comparison ("Well, it's 40% faster than X and has better integrations...") B) Tell a story about who they've become ("I used to be the person drowning in Slack notifications. Now I'm the person who actually thi... See more
Few understand the degree of rule-breaking required, because new ideas seem much more conservative once they succeed. They seem perfectly reasonable once you're using the new model of the world they brought with them. But they didn't at the time
Paul Graham • How to Do Great Work
How the Greatest Entrepreneurs Hire (h/t David Senra)
Steve Jobs stated that each new hire became a percentage of the company, so why wouldn’t you take the time to find all A-players?
David Ogilvy, as an already established businessman, would see advertisements that he liked and then cold call the person who made the ad — this is how he sourced his t
As I said, most companies and most interviews focus more on the question: can this person do what we need? But if you’re trying to recruit the best talent in the world, it needs to start with them. Who are they? What do they love doing? What are their ambitions? How does their past shape what they want for their future? What are they insecure about... See more
Molly Graham • Fit
Backcasting is beautifully simple: define a desirable future, then reverse-engineer the steps to get there. It's direction-setting, not fantasy planning. Instead of asking "What's necessary?" you ask "What's possible?"