Peter Thiel success secrets pour les nuls
Peter Thiel success secrets pour les nuls
Blog Article
-Do not assemble a team by hiring the most talented people based nous a resume pépite some other arbitrary metric of contenance.
By preparing thorough answers to these interrogation, you can demonstrate to investors that your startup is well-positioned for success.
- أهمية التخطيط و صنع المستقبل. أعجبتني جداً فلسفة استقراء المستقبل وتصنيف الناس حيالها ما بين صاحب رؤية متفائل وصاحب رؤية غير متفائل، وكذلك شخص لايملك الرؤية لكنه متفائل أو لايملك رؤية وغير متفائل.
The natural augmentation of that is one should only found a business with a clear path to monopoly. Intuition me, at least, it kind of turned everything I thought I knew embout corporate America inside dépassé.
Below are a few ideas I liked from the book. They are not necessarily frais but are pretty good. Renvoi that I read the Chinese version and translated the phrases back into English so they are probably different from the book.
Thus, the book is both about how to start a company and how to save the world: entrepreneurship as business; entrepreneurship as social salvation.
In operating systems we already have Linux and Android (using Linux) which have way more deployments than Windows. So it is not the case that "every aussitôt in business" happens only once, unless in a very literal sensation.
- Entrepeneurs do not view their future as Startup advice Peter Thiel démodé of their hands and are optimistic enough to épure cognition their future. They only sell their company when they have no diagramme connaissance where they would like to take it.
However, GLADLY, Thiel also advises such dirigeant to remain cautious, not to over estimate their power or become "Avantage movers" of Ayn Rand who ut not realize that their success relies on other people.
What’s wrong with valuable réserve, Joli people, pépite pressing problems? Nothing — plaisant every company makes these same claims, so they won’t help you stand dépassé. General and undifferentiated pitches libéralité’t say anything embout why a recruit should join your company instead of many others.
I would recommend reading this book as it may encourage and inspire you to consider where you want to go with the company and its core conclusion. It does, however, need to Si tempered with the knowledge that other approaches exist and Peter Thiel may Supposé que wrong, at least in ration.
Brand, scale, network effects, and technology in some combination define a monopoly; but to get them to work, you need to choose your market carefully and expand deliberately.
“Vertical integration is a very under-explored modality of technological progress that people would do well to apparence at more.”
I'm sorry. I hommage't know why all the rave. This book is full of pontification and cliche. And sometimes shameless ones. Not to mention the every now and then judgmental categorical commentaries. I had to recommencement the audio book half way thru. Fonds lack of approvisionnement.