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In a recent interview, Marc Andreessen used the term “HP 2.0” to describe his vision for A16Z, one of the world’s largest venture capital funds. Andreessen wants his venture firm to provide portfolio companies with all the services and resources that HP’s head office used to provide to its own divisions and bets: money, talent, government... See more

Dror Poleg • Betting the Firm

TIM COOK CEO, Apple

David M. Rubenstein • How to Lead: Wisdom from the World's Greatest CEOs, Founders, and Game Changers

Apple exec says this podcast is so good, he’s stayed in his car listening even after getting home: ‘It’s hard to stop’

Ashton Jackson cnbc.com

The next thing you look for is: What are the key zones of expertise, networks, ways of thinking that add the most value into the company that you couldn’t hire for? Because if you can hire it, great, hire it. Add it into the genetics of the company. But there are a bunch of people like, for example, me or Peter Chernin—you can’t hire us into the

Elad Gil • High Growth Handbook: Scaling Startups From 10 to 10,000 People

Now, I understand that today Apple is doing just fine by selling expensive phones to affluent people. But just imagine what would happen at the next Apple keynote if Tim Cook announced a simple monthly Apple subscription plan that covered everything: network provider charges, automatic hardware upgrades, and add-on options for extra devices, music

Tien Tzuo • Subscribed: Why the Subscription Model Will Be Your Company's Future - and What to Do About It

From here, the focus has to shift from adding new customers to layering on more services and revenue opportunities with existing ones.

Andrew Chen • The Cold Start Problem: How to Start and Scale Network Effects

At the height of Lorenzo’s borrowing, the cash that Lorenzo laid out in interest alone—more than $600 million a year—exceeded the annual sales for nearly 100 members of the Fortune 500. Alas for him, Lorenzo’s size also made him more visible, and more inviting, as a target.

Thomas Petzinger Jr. • Hard Landing: The Epic Contest for Power and Profits That Plunged the Airlines into Chaos

What he did was both obvious and, at the same time, unexpected. He shrunk Apple to a scale and scope suitable to the reality of its being a niche producer in the highly competitive personal computer business. He cut Apple back to a core that could survive.

Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters

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