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Zero to One:
If insights that look so elementary… can support important and valuable businesses, there must remain many great companies still to start.
|
103 |
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Zero to One:
…when thinking about what kind of company to build, there are two distinct questions to ask: What secrets is nature not telling you? What secrets are people not telling you?
|
103 |
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Zero to One:
The best place to look for secrets is where no one else is looking.
|
104 |
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Zero to One:
…every great business is built around a secret that’s hidden from the outside.
|
106 |
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Zero to One:
A great company is a conspiracy to change the world; when you share your secret, the recipient becomes a fellow conspirator.
|
106 |
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Zero to One:
Companies are like countries… Bad decisions… are very hard to correct after they are made.
|
108 |
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Zero to One:
As a founder, your first job is to get the first things right, because you cannot build a great company on a flawed foundation.
|
108 |
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Zero to One:
Founders should share a prehistory before they start a company together – otherwise they’re just rolling dice.
|
109 |
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Zero to One:
In the boardroom, less is more… A board of three is ideal. Your board should never exceed five people, unless your company is publicly held.
|
112 |
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Zero to One:
As a general rule, everyone you involve with your company should be involved full-time… you’re either on the bus or off the bus.
|
113 |
