“The internet makes human desires more easily attainable. In other words, it offers convenience. Convenience on the internet is basically achieved by two things: speed, and cognitive ease. If you study what the really big things on the internet are, you realize they are masters at making things fast and not making people think.”—Ev Williams
“When Edison invented a viable light bulb he knew that for the viable product to become the mainstay of a viable business, the country needed to be electrified. He knew his customers did not have electricity at home. Electrification was more than a product, it was a whole ecosystem of products. People like Edison did not build companies around single products and then forsake all they learned for some other technological field, they built many companies and many products based around a fundamental secular technological shift. As an investor, you should do the same.”—Betting on the Ponies: non-Unicorn Investing
Sequoia Capital India has an image problem, and why outbound programs of Indian VCs usually suck
I’m sure most of you saw this Secret thread on the most visible seed+growth venture capital fund, backed companies like (you all know the list)
One investment professional responsible for the seed program of Sequoia India was the key target of this Secret conversation, and it was all ugly.
First things first: THIS IS A FUCKING PR NIGHTMARE for any fund.
Some Sequoia backed entrepreneurs joined the thread & tried to firefight the scenario, and got trolled by a dozen people who claimed to met this professional in question.
I don’t know much about the truth in this case, but I had long conversations with some of the portfolio entrepreneurs (past/current) of the Fund, and this is not good for the fund, firm, and the ecosystem.
We are going through tough times in the ecosystem, where most Series Seed/A funds exhausted their capital for fresh investments, and relatively difficult for entrepreneurs to raise capital in favorable terms. I hope the Bros. in the investment business shake things up and grow a pair and some empathy soon.
You see, Plato once said “VCs are not in the investment business - they are in the co-creating business”.
Believe in your fucking self.
Stay up all fucking night.
Work outside of your fucking habits.
Know when to fucking speak up.
Don’t fucking procrastinate.
Get over your fucking self.
Keep fucking learning.
Form follows fucking function.
A computer is a Lite-Brite for
bad fucking ideas.
Find fucking inspiration everywhere. Fucking network.
Educate your fucking client.
Trust your fucking gut.
Ask for fucking help.
Make it fucking sustainable.
Question fucking everything.
Have a fucking concept.
Learn to take some fucking criticism. Make me fucking care.
Use fucking spell check.
Do your fucking research.
Sketch more fucking ideas.
The problem contains the fucking solution.
Think about all the fucking possibilities.
“A single ray of light from a distant star falling upon the eye of a tyrant in bygone times, may have altered the course of his life, may have changed the destiny of nations, may have transformed the surface of the globe, so intricate, so inconceivably complex are the processes of nature.”—Nikola Tesla
I had a long chat with my mother about what we are building at fusedcow. I’m sure she was confused, and i explained it again and again about how stuff works, what is 5D design, and how building codes change. I did it patiently and took me an hour and half to explain everything.
I face the same problem with my end-customers and sometimes they think we are a design firm, and we are not. That makes me angry and I’m sure I need to work on what we communicate to our end users. They really don’t care whether you are using Revit or Laravel. But then, why we really don’t get angry when we are explaining things to our parents?
Maybe it is time to consider a different approach:
Treat your user/customer like your mother.
They are cute, and they might ‘get’ what you are doing, but they don’t most the time.
Whatever the scenario maybe, try to simplify or over simplify, tell them why you are doing this and how much this is important to the world and her. Take time, and explain slowly, with empathy. Listen to everything she says, sometimes that is the only thing they expect.
She has the right to yell at you. But love your user unconditionally. Because when every door you know shuts, she will be the only one who will motivate you and stand by you.
Create an amazing product which solves a real problem. Make her proud so that she will tell her friends about it.
Try to spend more time with her. It is good for you and your product. Have you called her lately?
“The web is the future of journalism, but let’s be honest: the future isn’t living up to expectations. Newspapers and magazines have cut back on in-depth reporting. Gossip sites have proliferated. The web has become a byword for fast and cheap. Why isn’t it synonymous with fearless, investigative and enthralling writing?”—Big Stories Matter — Medium
“You’re paying them because you think that money isn’t worth the same as dignity and you don’t mind paying to watch other people lose theirs. You would rather keep your dignity and be poor than lose it all and be rich. And that’s admirable.”—Why Society Needs To Stop Glorifying Idiots
“When you don’t have the means to build an empire of your vision, and you don’t have the means to buy looking glass, you build a monocle. The monocle my friends, gives you one eye and two ears. It gives you focus.”—
“Hank, there’s a tsunami heading for us and you’re on the beach hesitating over what color of bathing suits we should wear”—Christine Lagarde (Minister of Economic Affairs, France) to Henry “Hank” Paulson, Jr. (US Tresury Secretary) during the Economic Meltdown.
I have the vague sense that if you were an idealistic, brilliant young libertarian in the 1960s and ’70s, you might naturally dream of growing up to be an economist. You might watch a rousing speech by Milton Friedman, and you might imagine that one day you, too, would use the power of logic and rationality and mathematics to ward off the insanity of socialism.
Well, America still has some idealistic, brilliant young libertarians, and some of them probably still dream of becoming economists. But now they will be in the minority. They will be joined by quite a few—maybe more—idealistic brilliant young liberals, who recognize the power of markets but also want to figure out how to fix things when markets go wrong. And they will also be joined by quite a few brilliant engineers, for whom political ideals take a back seat to the solving of practical, real-world problems.
Econ isn’t what it used to be. The world turns, and academic disciplines move along with it.
“The next Bill Gates will not build an operating system. The next Larry Page or Sergey Brin won’t make a search engine. And the next Mark Zuckerberg won’t create a social network. If you are copying these guys, you aren’t learning from them.
It’s easier to copy a model than to make something new: doing what we already know how to do takes the world from 1 to n, adding more of something familiar. But every time we create something new, we go from 0 to 1. The act of creation is singular, as is the moment of creation, and the result is something fresh and strange”—Peter Thiel
The antidote to fear is trust, and we all have a desire to find something to trust in an uncertain world. Fear and trust are powerful forces, and while they are not opposites, exactly, trust is the best tool for driving out fear.
There will always be plenty to be afraid of, especially when you are doing something new. Trusting others doesn’t mean that they won’t make mistakes. It means that if they do (or if you do), you trust they will act to help solve it. Fear can be created quickly; trust can’t. Leaders must demonstrate their trustworthiness, over time, through their actions — and the best way to do that is by responding well to failure. […]
Rather than trying to prevent all errors, we should assume, as is almost always the case, that our people’s intentions are good and that they want to solve problems. Give them responsibility, let the mistakes happen, and let people fix them.
If there is fear, there is a reason — our job is to find the reason and to remedy it. Management’s job is not to prevent risk but to build the ability to recover.