Sublime
An inspiration engine for ideas
The question of why we made it connected explicitly to why anyone should buy it. We had to get it right—for our customers and for ourselves.
Tony Fadell • Build: An Unorthodox Guide to Making Things Worth Making
WHOA.
Yes- Microsoft laid off 6,000 people BUT... they dropped a pretty brutal new policy overhaul:
-2-year rehire ban for anyone pushed out over performance
-A new “good attrition” metric (yes, they track if they’re happy you’re gone)
PLUS... you have 5 days to choose:
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Whenever someone had a great idea that we had to table for the moment—an improvement to the product or the organization—I’d write it down.
Tony Fadell • Build: An Unorthodox Guide to Making Things Worth Making
They created a V1 product, scaled it for V2, then optimized the business in V3.
Tony Fadell • Build: An Unorthodox Guide to Making Things Worth Making
customer goals—the
Tony Fadell • Build: An Unorthodox Guide to Making Things Worth Making
In 1974, with two young children, substantial debt, and a whopping mortgage, I stepped out of an exciting job, a company directorship, and a salary, into the unknown.
James Dyson • Invention: A Life
laser focus on a few key differentiating elements
Tony Fadell • Build: An Unorthodox Guide to Making Things Worth Making
We worked relentlessly.
Tony Fadell • Build: An Unorthodox Guide to Making Things Worth Making
All of us were singularly committed to exactly one thing: our mission.