Zero to One kirjan parhaat palat

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Luin viime viikolla Zero to One kirjan. Yleensä tulee kirjoitettua aika paljon omia ajatuksia kirjan kansien sisälle, mutta tällä kertaa lainasin kirjan ystävältä. Näin ollen oli pakko kirjoittaa omia muistiinpanoja parhaista löydöksistä. 

Tässä omat highlightit kirjasta: 

“New technology has never been an automatic feature of history. Our ancestors lived in static, zero-sum society where success meant seizing things from others. They created new sources of wealth only rarely, and in the long run they could never create enough to save the average person from an extremely hard life. Then, after 10,000 years of fitful advance from primitive agriculture to medieval windmills and 16th-century astrolabes, the modern world suddenly experience d relentless technological progress from the advent of the steam engine in the 1760s all the way up to about 1970. As a result, we have inherited a richer society than any previous generation would have been able to imagine.”

“Humans are distinguished from other species by our ability to work miracles. We call these miracles technology.”

“When a big company makes an offer to acquire a successful startup ,it almost always offers too much or too little. Founders only sell when they have no more concrete visions for the company, in which case the acquirer probably overpaid; definite founders with robust plans don’t sell, which means the offer wasn’t high enough. When Yahoo! offered to buy Facebook for 1 billion in July 2006, I thought we should have at least considered it. But Mark Zuckerberg walked in on the board meeting and announced: “okay, guys, this is just a formality, it shouldn’t take more than 10 minutes. We’re obviously not going to sell here”. Makr saw where he could take the company, and Yahoo! didn’t. A business with a good definite plan will always be underrated in a world where people see the future as random. “

“Companies are like countries. Bad decision made early on-if you choose the wrong partners or hire the wrong people for example -are very hard to correct after they are made. It may take a cris on the order of bankruptcy before anybody will even try to correct them. As a founder, your first job is to get the first things right, because you cannot build a great company on a flawed foundation.”

“When I consider investing in a startup, I study the founding teams. Technical abilities and complementary skills sets matter, but how well the founders know each other and how well they work together matter just as much. Founders should share a prehistory before they start a company together - otherwise they’re just rolling the dice.”

“When a cheap laptop beats the smartest mathematicians at some task but even a supercomputer with 16,000 CPU’s can’t beat a child at others, you can tell that humans and computers are not just more or less powerful than each other - they’re categorically different.”

“As computers become more and more powerful, they won’t be substitutes for humans: they’ll be complements.”

“The 1990s had one big idea: the internet is going to be big. But too many internet companies had exactly that same idea and no others. An entrepreneur can’t benefit from a micro-scale insight unless his own plans being at the micro-scale. Clean-tech companies faced the same problem: no matter how much the world needs energy, only a firm that offers a superior solution for a specific energy problem can make money. No sector will ever be so import that merely participating in it will be enough to build a great company. “

“The tech bubble was far bigger than cleantech and the crash even more painful. But the dream of the ‘90s turned out to be right: skeptics who doubted that the internet would fundamentally change publishing or retail sales or everyday social life looked prescient in 2001, but they seem comically foolish today. “

“A unique founder can make authoritative decisions, inspire strong personal loyalty, and plan ahead for decades. Paradoxically, impersonal bureaucracies staffed by trained professionals can last longer than any lifetime, but they usually act with short time horizons.

The lesson for business is that we need founders. If anything, we should be more tolerant of founders who seem strange or extreme; we need unusual individuals to lead companies beyond mire incrementalism. “

 

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