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    • The Impact of People on Our Lives and CreationsSeek out productive relationships for personal growth and building things together, as seen in the story of PayPal and its founders.

      Learning from "The Founders: The Story of PayPal and the Entrepreneurs Who Shaped Silicon Valley" by Jimmy Soni is that the people we work with significantly shape our lives and the things we create. The author, inspired by his experiences with his daughter and the founders of PayPal, emphasizes the importance of productive relationships and the impact they have on personal growth. PayPal's story is not just about a groundbreaking product but also about the people who came together to build it and how they influenced each other. The author encourages readers to seek out these kinds of relationships and make things with them, acknowledging that it's a challenging endeavor. This message, along with the captivating story of PayPal and its influential alumni, makes this book a must-read for entrepreneurs and anyone striving to make a difference in their lives.

    • The early years of successful entrepreneurs' stories are fascinating and definingExplore the early years of entrepreneurs' journeys for insights into their formative experiences and the challenges they faced before achieving success

      The early years of a company or an individual's professional journey, often overlooked due to later successes and controversies, are in fact the most defining and interesting parts of their story. The book "Zero to One" by Peter Thiel, which the speaker highly recommends, emphasizes this idea by focusing on the experiences of its founders before they became rich and famous. The book is full of stories about young Elon Musk, Peter Thiel, and Reid Hoffman, and the creative and complex challenges they faced during their early days in Silicon Valley. The author notes that the founders of PayPal, for instance, were just trying to figure it out when they were hustling to build their company. Despite facing numerous challenges, they displayed improvisation, gumption, fear, and arrogance, which perfectly captures the drama of early Silicon Valley. The book is a must-read for anyone interested in learning about the fascinating backstories of successful entrepreneurs and their formative experiences.

    • Unconventional hires led to success in entrepreneurshipStudying unconventional teams of PayPal, Ford, FedEx, and General Magic reveals the importance of hiring nonconformists for entrepreneurial success.

      Unconventional hires with unique perspectives and nonconformist mindsets can lead to extraordinary success in entrepreneurship, as evidenced by the early teams at PayPal and other innovative companies. Henry Ford's approach to hiring was to avoid experts and instead seek out individuals with eccentricities and peculiarities. This strategy was adopted by PayPal's founders, who hired high school dropouts, chess champions, and other nonconformists. This approach was also seen in the teams at companies like FedEx and General Magic. The importance of studying these exceptional teams lies in understanding the lessons they provide for entrepreneurs. As Jimmy Soni notes, these teams were not only creative but also intense and cutthroat. The extremes on display can serve as inspiration and motivation for those embarking on their entrepreneurial journeys.

    • The power of collective genius and productive frictionFriends and colleagues debating and finding solutions showcases the power of collective intelligence and determination in achieving success.

      The concept of genius, Senius, is not just about individual talent, but the collective intelligence and productive friction of a group of people. This was evident in the PayPal story, where friends and colleagues, some of whom went to college together, argued and debated to find solutions and get to the right answers. Steve Jobs also emphasized this idea, comparing it to the process of polishing rocks through friction. Max Levchin, a key figure in the PayPal story, also embodied this tenacity and determination, having learned from his experiences of limited resources and his grandmother's unyielding spirit. Overall, the PayPal story is a testament to the power of collective genius and the importance of perseverance.

    • Childhood experiences and influences shaping future successEarly experiences and influences, no matter how small, can significantly impact a person's future. Learning from successful individuals and their stories can provide valuable insights and guidance for personal growth and entrepreneurship.

      Experiences and influences, no matter how small or seemingly insignificant, can significantly shape a person's life and future. Max Levchin's love for computers and the Internet, fueled by a gift from a relative and his obsession with the movie "7 Samurai," led him on an epic quest that eventually led to the creation of PayPal. Levchin's intensity and drive to be the best, inspired by his admiration for the movie's characters, served him well in his entrepreneurial pursuits. Additionally, building a deep understanding of the experiences and thought processes of successful individuals can serve as a valuable tool for making decisions and stress-testing ideas. As Levchin did with "7 Samurai" and its main character Shimada, we can learn from the stories of successful entrepreneurs and use their wisdom to guide us in our own endeavors.

    • Meeting Intelligent Minds Leads to Opportunities and InnovationsSurrounding yourself with smart individuals can lead to significant opportunities and innovations. Believe in your ideas and put yourself out there to meet like-minded people, even in small encounters.

      Surrounding oneself with intelligent and like-minded individuals can lead to significant opportunities and innovations. This is exemplified in the story of Peter Thiel, Max Levchin, and other tech pioneers who met at Stanford and formed what came to be known as the Billionaire's Breakfast Club. Despite the odds, they believed in each other's ideas and supported each other's ventures, even when those ideas seemed unpromising at first. Thiel's philosophy of avoiding commodity businesses and embracing competition as a sign of weakness was a key influence on their successes, which included PayPal and subsequent companies like Tesla and SpaceX. Even in small, seemingly insignificant encounters, like Max attending one of Peter's lectures with a small audience, the potential for game-changing collaborations can emerge. So, if you have ideas to share, believe in yourself and put yourself out there, even if the audience seems small. You never know who might be listening and how that connection could impact your future.

    • The importance of meaningful relationships and asking the right questionsSuccessful people value relationships and ask insightful questions to navigate challenges and frame solutions.

      Meaningful relationships and asking the right questions are crucial for success. The story of Peter Thiel and Max Levchin's partnership at PayPal, before its fame, highlights the importance of having a trusted colleague to rely on during challenging times. Elon Musk's journey also underscores this idea, as he sought mentors and friends who could help him frame the right questions and navigate his existential crises. Musk's passion for physics and the influence of Douglas Adams' book, "The Hitchhiker's Guide to the Galaxy," further illustrate the power of asking the right questions. Throughout their careers, both Thiel and Musk demonstrate the value of hard work, perseverance, and the pursuit of knowledge.

    • Elon Musk's unconventional leadership style in early venturesMusk's bold risk-taking, clear vision, and relentless drive attracted top talent and led to early successes despite challenges and criticisms.

      Elon Musk's unconventional leadership style, marked by his impatience, sleep deprivation, and aggressive approach, was evident even during his early entrepreneurial ventures. Despite the challenges and criticisms from investors and colleagues, Musk's bold risk-taking and clear vision for the potential of the Internet drove him to success. This pattern of putting significant personal resources into his ventures served as a powerful recruitment tool, attracting top talent to join his teams. Musk's ability to articulate a compelling vision and his relentless drive to achieve his objectives continue to define his leadership style and drive his companies' successes.

    • Entrepreneurship is a process of adaptation and iterationSuccessful entrepreneurs are self-made, highly intelligent, driven, and ruthless, working tirelessly to turn their visions into reality despite the challenges and messy experiences along the way.

      Successful entrepreneurs, like Elon Musk, understand that their vision is not a straight line and that the process of starting and growing a company involves a lot of adaptation, refinement, and iteration. Musk's approach to business is characterized by his obsession, compulsiveness, and relentless drive to win. This mindset, combined with his efficiency and intelligence, sets him and other successful entrepreneurs apart from the competition. The road to success is not easy and often involves tumultuous and messy experiences, as seen in the early days of PayPal. It's important to remember that most people vastly overestimate the level of competition at the macro level but underestimate it at the micro level. The successful entrepreneurs who defy these odds are self-made, highly intelligent, driven, and ruthless, working tirelessly to turn their visions into reality.

    • Determined to create their own currency and financial system, PayPal co-founders faced skepticism and rejectionPersistence, a clear vision, and focusing on mission over excess are essential for building a successful company, even in the face of adversity and skepticism.

      Building a successful company, especially in the tech industry, can be incredibly challenging, and the road to success is often filled with rejection and adversity. This was the experience of PayPal co-founders Peter Thiel and Max Levchin, who were determined to create their own currency and financial system using Palm Pilots and cryptography. Despite their innovative ideas, they faced skepticism and disbelief from the financial crypto experts at a conference in 1999. Raising money for their startup, Confinity, was a grueling process, with many investors dismissing their ideas as unimportant or misunderstanding the technology. Thiel and Levchin refused to give in to the excesses of the Internet boom, choosing instead to focus on their mission and recruiting talented team members with a compelling vision rather than high salaries. Their determination paid off, and despite initial differences, Confinity and X.com (later PayPal) eventually became neighbors in Palo Alto. The lesson from their story is that persistence, a clear vision, and a focus on mission over excess are essential for building a successful company, even in the face of adversity and skepticism.

    • Focusing on exceptional talent instead of initial speedInvesting in top talent, even if it means sacrificing initial speed, can lead to groundbreaking innovations.

      Prioritizing exceptional talent and creating a hypercompetitive work environment can lead to groundbreaking innovations, even if it means sacrificing initial speed. PayPal, during its early days, understood this concept well. They prioritized recruiting top talent over speed, believing that a single "B player" could negatively impact the entire team. They went to great lengths to ensure they hired only the best, including interviewing candidates late at night and involving every team member in the hiring process. This intense focus on talent led them to a breakthrough discovery: the ability to send money through email addresses, which became the foundation of their company. This example highlights the importance of doing things that don't scale at the beginning of a company, as it allows for valuable learning experiences and potential game-changing discoveries.

    • Lessons from PayPal's early days: perseverance, self-improvement, and strong teamsPayPal's early struggles, Musk's determination, and the addition of talented individuals led to success despite skepticism and lack of resources. Honesty and addressing disagreements are essential for strong teams.

      Being open to feedback, self-improvement, and surrounding oneself with talented individuals, even if they hold differing opinions, can lead to great success. Max's experience with using an afterthought product while still committed to the original vision parallels Elon Musk's persistence in building PayPal despite its early struggles. Even when faced with skepticism and a lack of resources, Musk's determination and the addition of talented individuals like David Sacks led to a successful outcome. Additionally, the importance of honesty and not shying away from disagreements was emphasized through Thiel's hiring of Sachs and Jobs' approach to conflict. The stories of these early days of PayPal demonstrate the value of perseverance, self-improvement, and the power of a strong team.

    • Elon Musk's Early Leadership Style: Transparency, Closeness, and Faster ResultsElon Musk's early leadership style at X.com and SpaceX was marked by transparency, working closely with his team, and a relentless drive for faster results. This approach helped him overcome challenges, innovate, and quickly grow X.com into a successful company.

      Elon Musk's leadership style during the early days of X.com and SpaceX was characterized by transparency, working closely with his team, and a relentless drive for faster results. This approach, which Musk learned from his experiences at X.com, helped him overcome several challenges, including attempted coups and regulatory barriers. One of Musk's favorite ideas, as shared by Derek Sivers, is that there's no speed limit in life, and the standard pace is for those who settle for mediocrity. This mindset allowed Musk to quickly grow X.com from a small startup to a successful online financial services company, which was later sold for $1.6 billion. Despite facing negative press and regulatory challenges, Musk and his team turned these obstacles into opportunities by innovating and finding new solutions, such as using email addresses instead of account numbers for money transfers. Overall, Musk's leadership and innovative thinking during this period set the foundation for his future successes with SpaceX, Tesla, and other ventures.

    • Focus on simplicity and user experienceUnderstanding customers' needs and making products simple and user-friendly can lead to great success. Elon Musk and Steve Jobs emphasized simplicity in their businesses, leading to innovative products and valuable customer insights.

      Understanding your customers' needs and making your product as simple and user-friendly as possible can lead to great success. Elon Musk, while working on x.com, found that people were more interested in the easy-to-understand email payment system than the complex financial services. Musk was influenced by the idea that people pay based on the value they find in a product, not the effort put into it. Musk and his team focused on making their product as easy as email, and this became a company mantra. Similarly, Steve Jobs was known for his focus on simplicity and efficiency. When developing a new application, Jobs would often ignore elaborate presentations and instead outline his vision on a whiteboard. This emphasis on simplicity led to the creation of innovative products. Furthermore, reading and responding to customer emails can provide valuable insights into how your product is being used and what improvements can be made. For instance, the discovery of PayPal's use on eBay was a turning point for the company. Overall, the importance of understanding your customers and making your product easy to use cannot be overstated.

    • Competing and Adapting in the Early Days of PayPalPayPal's founders, Peter Thiel and Elon Musk, faced intense competition and had to merge to succeed. They learned the importance of staying focused, being adaptable, and competing fiercely to achieve their goals.

      The early days of PayPal were marked by intense competition and a relentless drive to succeed. The team, led by Peter Thiel and Elon Musk, faced numerous challenges, including resizing logos for potential clients and competing against rivals on eBay. During this time, they learned valuable lessons about the importance of staying focused on their goals and being willing to adapt when necessary. One memorable moment came when they realized they had both developed similar products and would have to merge to succeed. Musk, known for his fierce competitive spirit, respected the ingenuity of Thiel's team and launched a fierce battle to win customers on eBay. This included offering sign-up bonuses to gain an edge. Throughout it all, Thiel and Musk remained determined to succeed and recognized the threat posed by their competitors. Thiel, in particular, was known for his proactive approach to identifying potential failures and his refusal to accept defeat. Despite the challenges, the team persevered and ultimately merged to create a stronger company. The experience taught them valuable lessons about the importance of staying focused, being adaptable, and being willing to compete fiercely to achieve their goals.

    • Merger of X.com and Confinity to form PayPalDecisive leadership and quick action during a merger allowed PayPal to survive economic downturn and become a major player in the industry

      The merger between X.com and Confinity, which later became PayPal, was a high-stakes gamble that required quick action and decisive leadership. Elon Musk, one of the founders, saw the acquisition as a potential surrender but was ultimately outnumbered. The merger brought together two companies with distinct user bases, development platforms, and financial issues. The new entity faced scrutiny from regulators, fraud concerns, and a lack of a clear revenue model. Despite these challenges, Peter Thiel, the other founder, made the bold decision to raise funds rapidly, sensing the impending economic downturn. This decision proved crucial as it allowed PayPal to outlast its competitors and become a major player in the industry. Without the timely infusion of capital, PayPal, along with companies like SpaceX, Tesla, and LinkedIn, may not have survived. The story underscores the importance of acting decisively in the face of uncertainty and the potential consequences of failing to do so.

    • Young team members' innovative ideas can revolutionize businessesAn agile and innovative mindset from young or inexperienced team members can lead to groundbreaking solutions, significant business growth, and defy industry norms.

      An agile and innovative mindset, even from a young or inexperienced team member, can lead to groundbreaking solutions and significant business growth. In the case of PayPal, an employee's idea to staff a call center in Omaha from her family and friends transformed the company's customer service, resulting in a large employer in the region two decades later. Moreover, the team's willingness to take risks, tolerate failures, and challenge traditional wisdom allowed them to defy industry norms and ultimately succeed. Elon Musk's belief in the value of young, energetic talent and their ability to innovate was a crucial factor in the team's success, as seen in the departure of Bill Harris and the rise of Musk and David Sacks. The team's unconventional approach to leadership and their rejection of executive experience became a startup truism, challenging the standard operating procedure of the time.

    • Effective Leadership in Startups: Netscape and PayPal's Unconventional ApproachesUnconventional leadership, such as encouraging users to keep balances in their accounts to reduce internal transaction costs, can lead to success in startups.

      Effective leadership, particularly during the early stages of a company, often comes from the founder or a key creative force, even if they may be erratic or bizarre. This was evident in the case of Netscape and its CEO Jim Barksdale, as well as Elon Musk's experience at PayPal. Musk admired Steve Jobs and observed that Apple's success during Jobs' absence was leading the company towards a reef. To avoid this, Musk and Sachs reorganized PayPal into small, semi-independent teams to increase rapid iteration and productivity. They also set a cultural tone of impatience and intolerance of slowness to ensure the company stayed focused on output. One unique solution they came up with was encouraging users to keep balances in their PayPal accounts to reduce internal transaction costs. This counterintuitive insight led to the realization that forcing users to move money out of PayPal would actually decrease usage of the platform. Ultimately, the success of PayPal can be attributed to its leadership's ability to understand and address the unique challenges of growing a startup.

    • Musk's response to being ousted from PayPalDespite being ousted, Musk didn't seek revenge and instead moved on quickly to focus on new ventures, demonstrating resilience and determination. Trusting smart people to lead was also a consistent theme.

      Elon Musk's response to being ousted from PayPal was remarkable for his lack of retribution. Despite the painful experience, Musk did not seek to attack the company or its people. Instead, he saw the company as a part of himself and did not want to harm it. This attitude, born of realism and a high level of pain tolerance, allowed Musk to move on quickly and focus on new ventures, including SpaceX and Tesla. This resilience and determination have been key factors in Musk's success throughout his career. Additionally, Musk's ability to surround himself with smart people and trust them to figure things out, as demonstrated by Peter Thiel's leadership at PayPal, has been a consistent theme in his entrepreneurial endeavors.

    • PayPal's Unconventional Leader and Team's Innovative SolutionsDespite facing challenges like fraud and platform risk, PayPal's visionary leader and talented team used unconventional decisions and innovative solutions to prevent fraud with a massive risk management system and adapt quickly to platform changes.

      Peter Thiel, the co-founder of PayPal, was a visionary leader who valued talent and hard work above conventional wisdom. He made unconventional decisions, such as appointing inexperienced individuals to key positions, which led to innovative solutions to major challenges faced by PayPal. One such challenge was fraud, which threatened the company's existence. Max Levchin, a member of PayPal's team, emphasized that the company was not just in the business of moving money but also in the business of preventing fraud. PayPal's core innovation was its massive risk management system, which used big data to detect and prevent fraudulent transactions with a high degree of accuracy. Another challenge was platform risk, as PayPal was built on eBay's platform. When eBay introduced the "Buy It Now" feature, PayPal's team had to adapt quickly to ensure their service remained the default payment option. In both cases, Thiel's unconventional approach and his team's talent and hard work allowed PayPal to innovate and overcome significant challenges.

    • Competing and Collaborating: eBay and PayPal's RelationshipDespite intense competition, PayPal's focus on payment processing and aggressive growth strategies helped them outmaneuver eBay and become a dominant player in the industry.

      During the early days of eBay and PayPal, their business relationship was marked by intense competition and aggressive growth strategies. When eBay introduced a "Buy It Now" feature that threatened PayPal's dominance in the payment process, PayPal responded with a back-channel relationship-building approach and aggressive growth efforts. Despite eBay's attempts to compete with PayPal's payment services, PayPal's focus on one thing (payment processing) and eBay's focus on many (marketplace and payments) ultimately led to PayPal's success. Additionally, during this time, technology companies were under scrutiny for anti-competitive practices, and PayPal used this fear to build a political action committee and issue threats to eBay regarding monopolistic behavior. PayPal's expansion globally was a testament to their modus operandi of quick action and faith in themselves to iterate their way to success. Ultimately, PayPal's aggressive growth strategies and focus on payment processing helped them outmaneuver eBay and become a dominant player in the industry.

    • PayPal's founders use negotiations to silence rival during IPODuring PayPal's IPO, founders used negotiations to silence eBay's criticism, ultimately leading to a successful IPO and significant financial gains.

      During PayPal's IPO, the company's founders, led by Reed Hoffman, employed clever tactics to silence their rival eBay, who were attempting to undermine PayPal's public image and potentially derail the IPO. Facing eBay's criticism, PayPal threatened to reveal ongoing acquisition negotiations if eBay spoke publicly, buying them valuable silence during the quiet period. Despite eBay's repeated attempts to purchase PayPal before the IPO, Hoffman held firm, ultimately leading to a successful IPO and a significant financial windfall for PayPal's founders, particularly Elon Musk. This strategic maneuver highlights the importance of effective communication and the ability to leverage negotiations to achieve desired outcomes.

    • Maintaining Strong Relationships and Open Communication between Business PartnersCompanies must continually remind each other of their value and importance, especially during times of potential risks. Maintaining strong relationships and open communication is crucial for business success. Fresh ideas and innovative approaches come from diverse experiences and perspectives.

      Companies, even those in seemingly interdependent relationships, must continually remind each other of their value and importance. In this case, PayPal used a creative marketing strategy to showcase their connection to eBay's seller community during eBay Live. The goal was to remind eBay's senior leadership of PayPal's significance and influence. This example highlights the importance of maintaining strong relationships and open communication between business partners, even in the face of potential risks. Another key takeaway from the discussion is the importance of experience and perspective. In the story of Steve Jobs' interview of Jordan, Jobs' unconventional interview questions were a test to see if Jordan could think outside the box and adapt to new challenges. Similarly, PayPal's early employees, who were often inexperienced, went on to build some of the greatest companies in the tech industry. Their lack of experience turned out to be an asset, as they brought fresh ideas and innovative approaches to their work. Lastly, the discussion emphasizes the importance of giving back and supporting the next generation. The founders of PayPal, now successful entrepreneurs and investors, have had to find ways to give back and support new entrepreneurs, despite the challenges that come with being removed from their own startup days. This reminder to pay it forward and support the next generation of innovators is a valuable lesson for all entrepreneurs and business leaders.

    • Embracing fearlessness and optimism in entrepreneurshipSuccessful entrepreneurs focus on big ideas, learn from failures, and seek out unconventional individuals to build great products and evoke exceptional customer experiences.

      Successful entrepreneurs and founders share an "irrational lack of fear of failure and irrational optimism," as Max wrote. They focus on the big ideas and bring them into reality, despite the unpredictability and challenges. Peter Thiel, Elon Musk, and Reid Hoffman, among others, have emphasized the importance of building great products, learning from failures, and seeking out unconventional individuals. Thiel even takes meetings with smaller student organizations and encourages meeting eccentric or unorthodox people. Musk reflected on the importance of focusing on building the best product and evoking a great customer experience, even when it's difficult. The founders at PayPal learned that achieving success is hard but doable, and Jordan echoed this sentiment in his autobiography. Overall, the entrepreneurs and founders highlighted in this discussion emphasized the importance of staying focused on the big picture, taking risks, and not getting bogged down in the details. This mindset and approach can be applied to any challenging endeavor in life. I highly recommend reading the book for further insights and lessons.

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    (10:00) Prior to World War 1 wristwatches for men did not exist.

    (11:00) Business is problems. The best companies are just effective problem solving machines.

    (12:00) My personal opinion is that pocket watches will almost completely disappear and that wrist watches will replace them definitively! I am not mistaken in this opinion and you will see that I am right." —Hans Wilsdorf, 1914

    (14:00) The highest order bit is belief: I had very early realized the manifold possibilities of the wristlet watch and, feeling sure that they would materialize in time, I resolutely went on my way. Rolex was thus able to get several years ahead of other watch manufacturers who persisted in clinging to the pocket watch as their chief product.

    (16:00) Clearly, the companies for whom the economics of twenty-four-hour news would have made the most sense were the Big Three broadcasters. They already had most of what was needed— studios, bureaus, reporters, anchors almost everything but a belief in cable.   —  Ted Turner's Autobiography (Founders #327)

    (20:00) Business Breakdowns #65 Rolex: Timeless Excellence

    (27:00)   Rolex was effectively the first watch brand to have real marketing dollars put behind a watch. Rolex did this in a concentrated way and they've continued to do it in a way that is simply just unmatched by others in their industry.

    (28:00) It's tempting during recession to cut back on consumer advertising. At the start of each of the last three recessions, the growth of spending on such advertising had slowed by an average of 27 percent. But consumer studies of those recessions had showed that companies that didn't cut their ads had, in the recovery, captured the most market share. So we didn't cut our ad budget. In fact, we raised it to gain brand recognition, which continued advertising sustains. — Four Seasons: The Story of a Business Philosophy by Isadore Sharp. (Founders #184)

    (32:00) Social proof is a form of leverage. — Poor Charlie's Almanack: The Wit and Wisdom of Charlie Munger. (Founders #329)

    (34:00) What really matters is Hans understood the opportunity better than anybody else, and invested heavily in developing the technology to bring his ideas to fruition.

    (35:00) On keeping the main thing the main thing for decades: In developing and extending my business, I have always had certain aims in mind, a course from which I never deviated.

    (41:00) Rolex wanted to only be associated with the best. They ran an ad with the headline: Men who guide the destinies of the world, where Rolex watches.

    (43:00) Opportunity creates more opportunites. The Oyster unlocked the opportunity for the Perpetual.

    (44:00) The easier you make something for the customer, the larger the market gets: “My vision was to create the first fully packaged computer. We were no longer aiming for the handful of hobbyists who liked to assemble their own computers, who knew how to buy transformers and keyboards. For every one of them there were a thousand people who would want the machine to be ready to run.” — Steve Jobs

    (48:00) More sources:

    Rolex Jubilee: Vade Mecum by Hans Wilsdorf

    Rolex Magazine: The Hans Wilsdorf Years

    Hodinkee: Inside the Manufacture. Going Where Few Have Gone Before -- Inside All Four Rolex Manufacturing Facilities 

    Vintage Watchstraps Blog: Hans Wilsdorf and Rolex

    Business Breakdowns #65 Rolex: Timeless Excellence

    Luxury Strategy: Break the Rules of Marketing to Build Luxury Brands by Jean Noel Kapferer and Vincent Bastien 

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    #350 How To Sell Like Steve Jobs

    #350 How To Sell Like Steve Jobs

    What I learned from reading The Presentation Secrets of Steve Jobs: How to Be Insanely Great in Front of Any Audience by Carmine Gallo 

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    (1:00) You've got to start with the customer experience and work back toward the technology—not the other way around.  —Steve Jobs in 1997

    (6:00) Why should I care = What does this do for me?

    (6:00) The Match King: Ivar Kreuger, The Financial Genius Behind a Century of Wall Street Scandals by Frank Partnoy.  (Founders #348)

    (7:00) Easy to understand, easy to spread.

    (8:00) An American Saga: Juan Trippe and His Pan Am Empire by Robert Daley 

    (8:00) The Fish That Ate the Whale: The Life and Times of America's Banana King by Rich Cohen. (Founders #255)

    (9:00)  love how crystal clear this value proposition is. Instead of 3 days driving on dangerous road, it’s 1.5 hours by air. That’s a 48x improvement in time savings. This allows the company to work so much faster. The best B2B companies save businesses time.

    (10:00) Great Advertising Founders Episodes:

    Albert Lasker (Founders #206)

    Claude Hopkins (Founders #170 and #207)

    David Ogilvy (Founders #82, 89, 169, 189, 306, 343) 

    (12:00) Advertising which promises no benefit to the consumer does not sell, yet the majority of campaigns contain no promise whatever. (That is the most important sentence in this book. Read it again.) — Ogilvy on Advertising 

    (13:00) Repeat, repeat, repeat. Human nature has a flaw. We forget that we forget.

    (19:00) Start with the problem. Do not start talking about your product before you describe the problem your product solves.

    (23:00) The Invisible Billionaire: Daniel Ludwig by Jerry Shields. (Founders #292)

    (27:00) Being so well known has advantages of scale—what you might call an informational advantage.

    Psychologists use the term social proof. We are all influenced-subconsciously and, to some extent, consciously-by what we see others do and approve.

    Therefore, if everybody's buying something, we think it's better.

    We don't like to be the one guy who's out of step.

    The social proof phenomenon, which comes right out of psychology, gives huge advantages to scale.

    —  the NEW Poor Charlie's Almanack: The Wit and Wisdom of Charlie Munger (Founders #329)

    (29:00) Marketing is theatre.

    (32:00) Belief is irresistible. — Shoe Dog: A Memoir by the Creator of Nike by Phil Knight.  (Founders #186)

    (35:00) I think one of the things that really separates us from the high primates is that we’re tool builders. I read a study that measured the efficiency of locomotion for various species on the planet. The condor used the least energy to move a kilometer. And, humans came in with a rather unimpressive showing, about a third of the way down the list. It was not too proud a showing for the crown of creation. So, that didn’t look so good. But, then somebody at Scientific American had the insight to test the efficiency of locomotion for a man on a bicycle. And, a man on a bicycle, a human on a bicycle, blew the condor away, completely off the top of the charts.

    And that’s what a computer is to me. What a computer is to me is it’s the most remarkable tool that we’ve ever come up with, it’s the equivalent of a bicycle for our minds.

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    #349 How Steve Jobs Kept Things Simple

    #349 How Steve Jobs Kept Things Simple

    What I learned from reading Insanely Simple: The Obsession That Drives Apple's Success by Ken Segall. 

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    (1:30) Steve wanted Apple to make a product that was simply amazing and amazingly simple.

    (3:00) If you don’t zero in on your bureaucracy every so often, you will naturally build in layers. You never set out to add bureaucracy. You just get it. Period. Without even knowing it. So you always have to be looking to eliminate it.  — Sam Walton: Made In America by Sam Walton. (Founders #234)

    (5:00) Steve was always easy to understand. He would either approve a demo, or he would request to see something different next time. Whenever Steve reviewed a demo, he would say, often with highly detailed specificity, what he wanted to happen next.  — Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs by Ken Kocienda. (Founders #281)

    (7:00) Watch this video. Andy Miller tells GREAT Steve Jobs stories

    (10:00) Many are familiar with the re-emergence of Apple. They may not be as familiar with the fact that it has few, if any parallels.
    When did a founder ever return to the company from which he had been rudely rejected to engineer a turnaround as complete and spectacular as Apple's? While turnarounds are difficult in any circumstances they are doubly difficult in a technology company. It is not too much of a stretch to say that Steve founded Apple not once but twice. And the second time he was alone. 

    —  Return to the Little Kingdom: Steve Jobs and the Creation of Appleby Michael Moritz.

    (15:00) If the ultimate decision maker is involved every step of the way the quality of the work increases.

    (20:00) "You asked the question, What was your process like?' I kind of laugh because process is an organized way of doing things. I have to remind you, during the 'Walt Period' of designing Disneyland, we didn't have processes. We just did the work. Processes came later. All of these things had never been done before. Walt had gathered up all these people who had never designed a theme park, a Disneyland. So we're in the same boat at one time, and we figure out what to do and how to do it on the fly as we go along with it and not even discuss plans, timing, or anything. We just worked and Walt just walked around and had suggestions." — Disney's Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow. (Founders #347)

    (23:00) The further you get away from 1 the more complexity you invite in.

    (25:00) Your goal: A single idea expressed clearly.

    (26:00) Jony Ive: Steve was the most focused person I’ve met in my life

    (28:00) Editing your thinking is an act of service.

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    Michael Jordan In His Own Words

    Michael Jordan In His Own Words

    What I learned from reading Driven From Within by Michael Jordan and Mark Vancil. 

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    Episode Outline: 

    Players who practice hard when no one is paying attention play well when everyone is watching.

    It's hard, but it's fair. I live by those words. 

    To this day, I don't enjoy working. I enjoy playing, and figuring out how to connect playing with business. To me, that's my niche. People talk about my work ethic as a player, but they don't understand. What appeared to be hard work to others was simply playing for me.

    You have to be uncompromised in your level of commitment to whatever you are doing, or it can disappear as fast as it appeared. 

    Look around, just about any person or entity achieving at a high level has the same focus. The morning after Tiger Woods rallied to beat Phil Mickelson at the Ford Championship in 2005, he was in the gym by 6:30 to work out. No lights. No cameras. No glitz or glamour. Uncompromised. 

    I knew going against the grain was just part of the process.

    The mind will play tricks on you. The mind was telling you that you couldn't go any further. The mind was telling you how much it hurt. The mind was telling you these things to keep you from reaching your goal. But you have to see past that, turn it all off if you are going to get where you want to be.

    I would wake up in the morning thinking: How am I going to attack today?

    I’m not so dominant that I can’t listen to creative ideas coming from other people. Successful people listen. Those who don’t listen, don’t survive long.

    In all honesty, I don't know what's ahead. If you ask me what I'm going to do in five years, I can't tell you. This moment? Now that's a different story. I know what I'm doing moment to moment, but I have no idea what's ahead. I'm so connected to this moment that I don't make assumptions about what might come next, because I don't want to lose touch with the present. Once you make assumptions about something that might happen, or might not happen, you start limiting the potential outcomes. 

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    Founders
    en-usMay 12, 2024

    #348 The Financial Genius Behind A Century of Wall Street Scandals: Ivar Kreuger

    #348 The Financial Genius Behind A Century of Wall Street Scandals: Ivar Kreuger

    What I learned from reading The Match King: Ivar Kreuger, The Financial Genius Behind a Century of Wall Street Scandals by Frank Partnoy. 

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    Episode Outline: 

    1. Ivar was charismatic. His charisma was not natural. Ivar spent hours every day just preparing to talk. He practiced his lines for hours like great actors do.

    2. Ivar’s first pitch was simple, easy to understand, and legitimate: By investing in Swedish Match, Americans could earn profits from a monopoly abroad.

    3. Joseph Duveen noticed that Europe had plenty of art and America had plenty of money, and his entire astonishing career was the product of that simple observation. — The Days of Duveen by S.N. Behrman.  (Founders #339 Joseph Duveen: Robber Baron Art Dealer)

    4. Ivar studied Rockefeller and Carnegie: Ivar's plan was to limit competition and increase profits by securing a monopoly on match sales throughout the world, mimicking the nineteenth century oil, sugar, and steel trusts.

    5. When investors were manic, they would purchase just about anything. But during the panic that inevitably followed mania, the opposite was true. No one would buy.

    6. The problem isn’t getting rich. The problem is staying sane. — Charlie Munger

    7. Ivar understood human psychology. If something is limited and hard to get to that increases desire. This works for both products (like a Ferrari) and people (celebrities). Ivar was becoming a business celebrity.

    8.  I’ve never believed in risking what my family and friends have and need in order to pursue what they don't have and don't need. — The Essays of Warren Buffett by Warren Buffett and Lawrence Cunningham. (Founders #227)

    9. Great ideas are simple ideas: Ivar hooked Durant with his simple, brilliant idea: government loans in exchange for match monopolies.

    10. Ivar wrote to his parents, "I cannot believe that I am intended to spend my life making money for second-rate people. I shall bring American methods back home. Wait and see - I shall do great things. I'm bursting with ideas. I am only wondering which to carry out first."

    11. Ivar’s network of companies was far too complex for anyone to understand: It was like a corporate family tree from hell, and it extended into obscurity.

    12. “Victory in our industry is spelled survival.”   —Steve Jobs

    13. Ivar's financial statements were sloppy and incomplete. Yet investors nevertheless clamored to buy his securities.

    14. As more cash flowed in the questions went away. This is why Ponzi like schemes can last so long. People don’t want to believe. They don’t want the cash to stop.

    15. A Man for All Markets: From Las Vegas to Wall Street, How I Beat the Dealer and the Market by Ed Thorp. (Founders #222)

    16.  A summary of Charlie Munger on incentives:

    1. We all underestimate the power of incentives.
    2. Never, ever think about anything else before the power of incentives.
    3. The most important rule: get the incentives right.

    17. This is nuts! Fake phones and hired actors!

    Next to the desk was a table with three telephones. The middle phone was a dummy, a non-working phone that Ivar could cause to ring by stepping on a button under the desk. That button was a way to speed the exit of talkative visitors who were staying too long. Ivar also used the middle phone to impress his supporters. When Percy Rockefeller visited Ivar pretended to receive calls from various European government officials, including Mussolini and Stalin. That evening, Ivar threw a lavish party and introduced Rockefeller to numerous "ambassadors" from various countries, who actually were movie extras he had hired for the night.

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    #347 How Walt Disney Built His Greatest Creation: Disneyland

    #347 How Walt Disney Built His Greatest Creation: Disneyland

    What I learned from reading Disney's Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow. 

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    (8:00) When in 1955 we heard that Disney had opened an amusement park under his own name, it appeared certain that we could not look forward to anything new from Mr. Disney.

    We were quite wrong.

    He had, instead, created his masterpiece.

    (13:00) This may be the greatest product launch of all time: He had run eight months of his television program. He hadn't named his new show Walt Disney Presents or The Wonderful World of Walt Disney.

    It was called simply Disneyland, and every weekly episode was an advertisement for the still unborn park.

    (15:00) Disneyland is the extension of the powerful personality of one man.

    (15:00) The creation of Disneyland was Walt Disney’s personal taste in physical form.

    (24:00) How strange that the boss would just drop it. Walt doesn’t give up. So he must have something else in mind.

    (26:00) Their mediocrity is my opportunity. It is an opportunity because there is so much room for improvement.

    (36:00) Roy Disney never lost his calm understanding that the company's prosperity rested not on the rock of conventional business practices, but on the churning, extravagant, perfectionist imagination of his younger brother.

    (41:00) Walt Disney’s decision to not relinquish his TV rights to United Artists was made in 1936. This decision paid dividends 20 years later. Hold on. Technology -- developed by other people -- constantly benefited Disney's business. Many such cases in the history of entrepreneurship.

    (43:00) Walt Disney did not look around. He looked in. He looked in to his personal taste and built a business that was authentic to himself.

    (54:00) "You asked the question, What was your process like?' I kind of laugh because process is an organized way of doing things. I have to remind you, during the 'Walt Period' of designing Disneyland, we didn't have processes.

    We just did the work. Processes came later. All of these things had never been done before.

    Walt had gathered up all these people who had never designed a theme park, a Disneyland.

    So we're in the same boat at one time, and we figure out what to do and how to do it on the fly as we go along with it and not even discuss plans, timing, or anything.

    We just worked and Walt just walked around and had suggestions."

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    #346 How Walt Disney Built Himself

    #346 How Walt Disney Built Himself

    What I learned from rereading Walt Disney: The Triumph of the American Imagination by Neal Gabler. 

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    (2:00) Disney’s key traits were raw ingenuity combined with sadistic determination.

    (3:00) I had spent a lifetime with a frustrated, and often unemployed man, who hated anybody who was successful. 

    Francis Ford Coppola: A Filmmaker's Life by Michael Schumacher. (Founders #242)

    (6:00) Disney put excelence before any other consideration.

    (11:00) Maybe the most important thing anyone ever said to him: You’re crazy to be a professor she told Ted. What you really want to do is draw. Ted’s notebooks were always filled with these fabulous animals. So I set to work diverting him. Here was a man who could draw such pictures. He should earn a living doing that. 

    Becoming Dr. Seuss: Theodor Geisel and the Making of an American Imagination by Brian Jay Jones. (Founders #161)

    (14:00) A quote about Edwin Land that would apply to Walt Disney too:

    Land had learned early on that total engrossment was the best way for him to work. He strongly believed that this kind of concentrated focus could also produce extraordinary results for others. Late in his career, Land recalled that his “whole life has been spent trying to teach people that intense concentration for hour after hour can bring out in people resources they didn’t know they had.”  A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War by Ronald Fierstein. (Founders #134)

    (15:00) My parents objected strenuously, but I finally talked them into letting me join up as a Red Cross ambulance driver. I had to lie about my age, of course. 

    In my company was another fellow who had lied about his age to get in. He was regarded as a strange duck, because whenever we had time off and went out on the town to chase girls, he stayed in camp drawing pictures.

    His name was Walt Disney.

    Grinding It Out: The Making of McDonald's by Ray Kroc. (Founders #293)

    (20:00) Walt Disney had big dreams. He had outsized aspirations.

    (22:00) A quote from Edwin Land that would apply to Walt Disney too: My motto is very personal and may not fit anyone else or any other company. It is: Don't do anything that someone else can do.

    (24:00) Walt Disney seldom dabbled. Everyone who knew him remarked on his intensity; when something intrigued him, he focused himself entirely as if it were the only thing that mattered.

    (29:00) He had the drive and ambition of 10 million men.

    (29:00) I'm going to sit tight. I have the greatest opportunity I've ever had, and I'm in it for everything.

    (31:00) He seemed confident beyond any logical reason for him to be so. It appeared that nothing discouraged him.

    (31:00) You have to take the hard knocks with the good breaks in life.

    (32:00) Nothing wrong with my aim, just gotta change the target. — Jay Z

    (35:00) He sincerely wanted to be counted among the best in his craft.

    (43:00) He didn't want to just be another animation producer. He wanted to be the king of animation. Disney believed that quality was his only real advantage.

    (47:00) Walt Disney wanted domination. Domination that would make his position unassailable.

    (49:00) Disney was always trying to make something he could be proud of.

    (50:00) We have a habit of divine discontent with our performance. It is an antidote to smugness.

    Eternal Pursuit of Unhappiness: Being Very Good Is No Good,You Have to Be Very, Very, Very, Very, Very Good by David Ogilvy and Ogivly & Mather.  (Founders #343)

    (53:00) While it is easy, of course, for me to celebrate my doggedness now and say that it is all you need to succeed, the truth is that it demoralized me terribly. I would crawl into the house every night covered in dust after a long day, exhausted and depressed because that day's cyclone had not worked. There were times when I thought it would never work, that I would keep on making cyclone after cyclone, never going forwards, never going backwards, until I died.

    Against the Odds: An Autobiography by James Dyson (Founders #300)

    (56:00) He doesn't place a premium on collecting friends or socializing: "I don't believe in 50 friends. I believe in a smaller number. Nor do I care about society events. It's the most senseless use of time. When I do go out, from time to time, it's just to convince myself again that I'm not missing a lot."

    The Red Bull Story by Wolfgang Fürweger (Founders #333)

    (1:02:00) Steve was at the center of all the circles.

    He made all the important product decisions.

    From my standpoint, as an individual programmer, demoing to Steve was like visiting the Oracle of Delphi.

    The demo was my question. Steve's response was the answer.

    While the pronouncements from the Greek Oracle often came in the form of confusing riddles, that wasn't true with Steve.

    He was always easy to understand.

    He would either approve a demo, or he would request to see something different next time.

    Whenever Steve reviewed a demo, he would say, often with highly detailed specificity, what he wanted to happen next.

    He was always trying to ensure the products were as intuitive and straightforward as possible, and he was willing to invest his own time, effort, and influence to see that they were.

    Through looking at demos, asking for specific changes, then reviewing the changed work again later on and giving a final approval before we could ship, Steve could make a product turn out like he wanted.

    Much like the Greek Oracle, Steve foretold the future.

    Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs by Ken Kocienda. (Founders #281)

    (1:07:00) He griped that when he hired veteran animators he had to “put up with their Goddamn poor working habits from doing cheap pictures.” He believed it was easier to start from scratch with young art students and indoctrinate them in the Disney system.

    (1:15:00) I don’t want to be relagated to the cartoon medium. We have worlds to conquer here.

    (1:17:00) Advice Henry Ford gave Walt Disney about selling his company: If you sell any of it you should sell all of it.

    (1:23:00) He kept a slogan pasted inside of his hat: You can’t top pigs with pigs. (A reminder that we have to keep blazing new trails.)

    (1:25:00) Disney’s Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow.

    (1:33:00) It is the detail. If we lose the detail, we lose it all.

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    #50 Marc Andreessen's Blog Archive

    #50 Marc Andreessen's Blog Archive

    What I learned from reading  The Pmarca Blog Archive Ebook by Marc Andreessen.

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    [0:01] In this series of posts I will walk through some of my accumulated knowledge and experience in building high-tech startups.  

    [3:15] Great things about doing a startups: 

    Most fundamentally, the opportunity to be in control of your own destiny — you get to succeed or fail on your own, and you don’t have some bozo telling you what to do. For a certain kind of personality, this alone is reason enough to do a startup.

    The opportunity to create something new — the proverbial blank sheet of paper. You have the ability — actually, the obligation— to imagine a product that does not yet exist and bring it into existence, without any of the constraints normally faced by larger companies.

    The opportunity to have an impact on the world — to give people a new way to communicate, a new way to share information, a new way to work  together, or anything else you can think of that would make the world a better place. 

    The ability to create your ideal culture and work with a dream team of people you get to assemble yourself. Want your culture to be based on people who have fun every day and enjoy working together? Or, are hyper-competitive both in work and play? Or, are super-focused on creating innovative new rocket science.

    And finally, money —startups done right can of course be highly lucrative. This is not just an issue of personal greed — when things go right, your team and employees will themselves do very well and will be able to support their families, send their kids to college, and realize their dreams, and that’s really cool. And if you’re really lucky, you as the entrepreneur can ultimately make profound philanthropic gifts that change society for the better.  

    [5:15] However, there are many more reasons to not do a startup. 

    [5:28] First, and most importantly, realize that a startup puts you on an emotional rollercoaster unlike anything you have ever experienced. You will flip rapidly from a day in which you are euphorically convinced you are going to own the world, to a day in which doom seems only weeks away and you feel completely ruined, and back again.Over and over and over. 

    [6:04] Some days things will go really well and some things will go really poorly. And the level of stress that you’re under generally will magnify those transient data points into incredible highs and unbelievable lows at whiplash speed and huge magnitude.  

    [6:42] The best thing about startups: you only ever experience two emotions, euphoria and terror, and I find that a lack of sleep enhances them both

    [7:09] In a startup, absolutely nothing happens unless you make it happen. 

    [8:19] As a founder of a startup trying to hire your team, you’ll run into this again and again: When Jim Clark decided to start a new company in 1994, I was one of about a dozen people at various Silicon Valley companies he was talking to about joining him in what became Netscape. I was the only one who went all the way to saying “yes” (largely because I was 22 and had no reason not to do it). The rest flinched and didn’t do it. And this was Jim Clark, a legend in the industry who was coming off of the most successful company in Silicon Valley in 1994 —Silicon Graphics Inc. How easy do you think it’s going to be for you?  

    [10:50] The fact is that startups are incredibly intense experiences and take a lot out of people in the best of circumstances. 

    [14:03]  And so you start to wonder—what correlates the most to success— team, product, or market? Or, more bluntly, what causes success? And, for those of us who are students of startup failure—what’s most dangerous: a bad team, a weak product, or a poor market?

    [15:16] If you ask entrepreneurs or VCs which of team, product, or market is most important, many will say team. This is the obvious answer, in part because in the beginning of a startup, you know a lot more about the team than you do the product, which hasn’t been built yet, or the market, which hasn’t been explored.  

    [16:32] Personally, I’ll take the third position — I’ll assert that market is the most important factor in a startup’s success or failure. Why? In a great market — a market with lots of real potential customers— the market pulls product out of the startup. The market needs to be fulfilled and the market will be fulfilled, by the first viable product that comes along.  

    [17:33] Conversely, in a terrible market, you can have the best product in the world and an absolutely killer team, and it doesn’t matter—you’re going to fail.  

    [18:53] You can obviously screw up a great market — and that has been done, and not infrequently—but assuming the team is baseline competent and the product is fundamentally acceptable, a great market will tend to equal success and a poor market will tend to equal failure. Market matters most.  

    [19:32]  Markets that don’t exist don’t care how smart you are

    [20:15] The only thing that matters is getting to product/market fit.  

    [21:00] Lots of startups fail before product/market fit ever happens. My contention, in fact, is that they fail because they never get to product/market fit. 

    [22:59] The most important thing you need to know going into any discussion or interaction with a big company is that you’re Captain Ahab, and the big company is Moby Dick. When Captain Ahab went in search of the great white whale Moby Dick, he had absolutely no idea whether he would find Moby Dick. What happened was entirely up to Moby Dick. And Captain Ahab would never be able explain to himself —or anyone else— why Moby Dick would do whatever it was he’d do. You’re Captain Ahab, and the big company is Moby Dick.  

    [29:30] A startup’s initial business plan doesn’t matter that much, because it is very hard to determine up front exactly what combination of product and market will result in success. By definition you will be doing something new, in a world that is a very uncertain place. You are simply not going to know whether your initial idea will work as a product and a business, or not. And you will probably have to rapidly evolve your plan —possibly every aspect of it — as you go.  

    [30:03] It is therefore much more important for a startup to aggressively seek out a big market, and product/market fit within that market, once the startup is up and running, than it is to try to plan out what you are going to do in great detail ahead of time. The history of successful startups is quite clear on this topic

    [38:38] The point is this: If Thomas Edison didn’t know what he had when he invented the photograph while he thought he was trying to create better industrial equipment for telegraph operators. . .what are the odds that you—or any entrepreneur— is going to have it all figured out up front?  

    [40:00] The first rule of career planning: Do not plan your career. The world is an incredibly complex place and everything is changing all the time. You can’t plan your career because you have no idea what’s going to happen in the future. Career planning = career limiting. 

    [40:46] The second rule of career planning: Instead of planning your career, focus on pursuing opportunities.  

    [41:06] Opportunities that present themselves to you are the consequence— at least partially — of being in the right place at the right time. They tend to present themselves when you’re not expecting it —and often when you are engaged in other activities that would seem to preclude you from pursuing them. And they come and go quickly — if you don’t jump all over an opportunity, someone else generally will and it will vanish.

    [42:40] I am continually amazed at the number of people who are presented with an opportunity and pass. There’s your basic dividing line between the people who shoot up in their careers like a rocket ship, and those who don’t — right there.  

    [42:58] I am also continually amazed at the number of people who coast through life and don’t go and seek out opportunities even when they know in their gut what they’d really like to do. Don’t be one of those people. Life is way too short.  

    [43:17] The world is a very malleable place. If you know what you want, and you go for it with maximum energy and drive and passion, the world will often reconfigure itself around you much more quickly and easily than you would think.  

    [50:44] There may be times when you realize that you are dissatisfied with your field — you are working in enterprise software, for example, but you’d really rather be working on green tech or in a consumer Internet company. Jumping from one field into another is always risky because your specific skills and contacts are in your old field, so you’ll have less certainty of success in the new field. This is almost always a risk worth taking– standing pat and being unhappy about it has risks of its own, particularly to your happiness. And it is awfully hard to be highly successful in a job or field in which one is unhappy.  

    [52:52] Finally, pay attention to opportunity cost at all times. Doing one thing means not doing other things. This is a form of risk that is very easy to ignore, to your detriment. 

    [53:33] Marc’s final takeaway for thinking about opportunities: If you really are high-potential, you’re naturally going to be seeking out risks in your career in order to maximize your level of achievement.  

    [55:46] Graduating with a technical degree is like heading out into the real world armed with an assault rifle instead of a dull knife.  

    [56:19] Don’t worry about being a small fish in a big pond—you want to always be in the best pond possible, because that is how you will get exposed to the best people and the best opportunities in your field

    [58:26] Capitalism rewards things that are both rare and valuable. 

    [56:52] Seek to be a double/triple/quadruple threat. . .The fact is, this is even the secret formula to becoming a CEO. All successful CEO’s are like this. They are almost never the best product visionaries, or the best salespeople, or the best marketing people, or the best finance people, or even the best managers, but they are top 25% in some set of those skills, and then all of a sudden they’re qualified to actually run something important.  

    [1:00:50] Learn how to sell. I don’t mean, learn how to sell someone a set of steak knives they don’t need — although I hear that can be quite an education by itself. I mean, learn how to convince people that something is in their best interest to do, even when they don’t realize it up front.  

    [1:06:06] In my opinion, it’s now critically important to get into the real world and really challenge yourself — expose yourself to risk— put yourself in situations where you will succeed or fail by your own decisions and actions, and where that success or failure will be highly visible. Why? If you’re going to be a high achiever, you’re going to be in lots of situations where you’re going to be quickly making decisions in the presence of incomplete or incorrect information, under intense time pressure, and often under intense political pressure. You’re going to screw up — frequently — and the screwups will have serious consequences, and you’ll feel incredibly stupid every time. It can’t faze you — you have to be able to just get right back up and keep on going. That may be the most valuable skill you can ever learn. Make sure you start learning it early.  

    [1:07:20] When picking an industry to enter, my favorite rule of thumb is this: Pick an industry where the founders of the industry—the founders of the important companies in the industry—are still alive and actively involved.  

    —-

    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested, so my poor wallet suffers.”— Gareth

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    #242 Francis Ford Coppola: A Filmmaker's Life

    #242 Francis Ford Coppola: A Filmmaker's Life

    What I learned from reading Francis Ford Coppola: A Filmmaker's Life by Michael Schumacher.

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    [2:49] You can always understand the son by the story of his father. The story of the father is embedded in the son.

    [5:33] I had spent a lifetime with a frustrated, and often unemployed man, who hated anybody who was successful.

    [7:01] And he said, “Yeah, but there can only be one genius in the family. And since I'm already that, what chance do you have? “What kind of father says something like that to his son?

    [8:21] He is incredibly talented and incredibly pretentious. He doesn't know what he's doing half the time and the other half of the time he's brilliant.

    [9:46] There is no speed limit. The standard pace is for chumps.

    [10:04] Pulitzer: A Life in Politics, Print, and Power (Founders #135)

    [11:54]  George Lucas: A Life (Founders #35)

    [12:45] Steven Spielberg: A Biography (Founders #209)

    [14:10] Coppola displayed a remarkable ability to do whatever was necessary to get the job done.

    [16:30] I had an overwhelming urge to make films.

    [19:11] I deliberately worked all night so when he'd arrive in the morning he would see me slumped over the editing machine.

    [20:36] Say yes first, learn later.

    [21:00] My peculiar approach to cinema is I like to learn by not knowing how the hell to do it. I’m forced to discover how to do it.

    [23:10] His willingness to seize the moment was one of the main characteristics separating him from his other fellow students and aspiring filmmakers.

    [30:44] The Founders: The Story of Paypal and the Entrepreneurs Who Shaped Silicon Valley (Founders #233)

    [37:43] You have to control the money or you don't have control.

    [38:53] At his absolute lowest point comes his greatest opportunity.

    [41:59] It only takes a couple of these gigantic flops to permanently erase any positive financial outcome that you had previously.

    [44:55] Either control your emotions or other people are going to control you.

    [47:35]  In many cases, the people we study are dead. We can't talk to them, but they can still counsel us through their life stories.

    [50:00] Excellence took time and patience.

    [51:56] Even in the vortex of the storm some outstanding work was being accomplished. Something strong and powerful was being forged in struggle.

    [52:46] Vito Corleone had shown a rough-hewn old-world wisdom, the kind gained through experience rather than from a textbook.

    [56:29] A great story about loyalty and friendship. If you have a friend like this, hold onto them.

    [1:03:32] Martin Sheen on working for Coppola: I have a lot of mixed feelings about Francis. I'm very fond of him personally. The thing I love about him most is that he never, like a good general, asks you to do anything he wouldn't do. He was right there with us, lived there in shit and mud up to his ass, suffered the same diseases, ate the same food. I don't think he realizes how tough he is to work for. God, is he tough. But I will sail with that son of a bitch anytime.

    [1:04:58] I always had a rule. If I was going away for more than 10 days I’d take my kids out of school.

    [1:08:31] If you don't have this fundamental alignment between who you are and the work you do —and how you do that work —there's going to be some level of misery unhappiness if you don't resolve that conflict.

    [1:12:22] Half the people thought it was a masterpiece and half the people thought it was a piece of shit.

    [1:23:01] On the death of his son: I realized that no matter what happened, I had lost. No matter what happened, it would always be incomplete.

    [1:25:38] I want to be free. I don't want producers around me telling me what to do. The real dream of my life is a place where people can live in peace and create what they want.

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    #103 Hetty Green (The Richest Woman in America)

    #103 Hetty Green (The Richest Woman in America)

    What I learned from reading The Richest Woman in America: Hetty Green in the Gilded Age by Janet Wallach. 

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    [0:10] She was  the smartest woman on Wall Street, a financial genius, a railroad magnate, a real estate mogul, a Gilded Era renegade, a reliable source for city funds.

    [0:19] “I have had fights with some of the greatest financial men in the country. Did you ever hear of any of them getting ahead of Hetty Green?”

    [1:10] I go my own way, take no partners, risk nobody else’s fortune.

    [1:29] She was considered the single biggest individual financier in the world.

    [1:58]  A Mind at Play: How Claude Shannon Invented the Information Age by Jimmy Soni and Rob Goodman (Founders #95)

    [2:55] Watch your pennies and the dollars will take care of themselves.

    [3:31] Don’t close a bargain until you have reflected on it overnight.

    [4:00] I am always buying when everyone wants to sell, and selling when everyone wants to buy.

    [4:51] I never set out for anything that I don’t conquer.

    [5:55] To live content with small means; To seek elegance rather than luxury, And refinement rather than fashion; To be worthy, not respectable, and wealthy, not rich.

    [7:27] Her father’s advice: Never owe anyone anything.

    [9:44] By the time she is 13 she is the family bookkeeper.

    [11:53] She paid attention when he (her father) repeated again and again that property was a trust to be taken care of and enlarged for future generations. She obeyed when he insisted that she keep her own accounts in order and later praised the experience. “There is nothing better than this sort of training,” she said.

    [13:28] Hetty hungered for money itself.

    [14:08] List of financial panics discussed in the book: Panic of 1857, Panic of 1866, The Long Depression 1873-1896 which had several panics within, (Panic of 1873, 1884, 1890, 1893) Panic 1901 and Panic of 1907.

    [16:18] She was a master at studying what happened before her.

    [16:31] The First Tycoon: The Epic Life of Cornelius Vanderbilt by TJ Stiles. (Founders #54) and Tycoon's War: How Cornelius Vanderbilt Invaded a Country to Overthrow America's Most Famous Military Adventurer by Stephen Dando-Collins (Founders #55)

    [17:15] Clever men like Russell Sage, a future role model for Hetty, kept substantial amounts of cash on hand and used it to buy stocks at rock-bottom prices. John Pierpont Morgan told his son there was a good lesson to be learned from other people’s greed and good bargains to be found in the aftermath. In future times, Hetty would always keep cash available and use it to buy when everyone else was selling. Much later, Warren Buffett would do the same. But most people watched their money wash away in the flood.

    [23:57] This was the start of the contrary investing she followed for the rest of her life: buying when everyone else was selling; selling when everyone else was buying. “I buy when things are low and nobody wants them. I keep them until they go up and people are crazy to get them. That is, I believe, the secret of all successful business,” she said.

    [26:46] Hetty, like Claude Shannon, Warren Buffett, and Ed Thorp, collected a lot of information. Hetty read more and studied more than most other people.

    [28:07] The opportunities were enormous for those with the stomach to take the risks.

    [30:25] The markets may change, the methods may be revamped, but as long as human beings are propelled by greed and ego, they are doomed to repeat the mistakes of the past.

    [31:11] She had a pile of cash when others were scouring for pennies, but she also had a deft mind and the colossal courage to push against the crowd.

    [36:17] Hetty’s investments were not always known: she purchased property under fictitious names, bought stocks under other identities, and was praised by shrewd observers for how closely she held her positions.

    [37:41] Williams greeted his new customer with all the courtesy and respect due a woman of her wealth. “I have observed that many a tattered garment hides a package of bonds and that gorgeous clothing does not always cover a millionaire,” he told his colleagues.

    [44:14] The Fish That Ate the Whale: The Life and Times of America's Banana King by Rich Cohen (Founders #37)

    [45:52] Hetty didn't like the idle rich. She respected authentic achievement.

    [48:48] Companies who stocks had skyrocketed collapsed when their lack of capital was revealed.

    [49:22] The HP Way: How Bill Hewlett and I Built Our Company by David Packard. (Founders #29)

    [49:30] More companies die from indigestion than starvation. —David Packard

    [50:58] She used her intelligence to increase her wealth, her independence to live as she wished, and her strength to battle anyone who stood in her way.

    [55:24] They sought her out to sell off their possessions. As rates rose, more and more of “the solidest men in Wall Street,” she said, from “financiers to legitimate businessmen,” came to call, begging to unload everything from palatial mansions to automobiles. “They came to me in droves,” she recalled.

    [59:30] When it comes to spending your life, there have to be some things neglected. If you try to do too much, you can never get anywhere.

    [59:53] You see this advice over and over again. You just got to figure out what that thing is that you want to focus on. No one can answer that question for you.

    [1:00:14] I think the key to a happy life is getting to the end of your life with the least amount of regrets as possible.

    [1:00:24] She prized the life she led. “I enjoy being in the thick of things. I like to have a part in the great movements of the world and especially of this country. I like to deal with big things and with big men. I would rather do [this] than play bridge. Indeed, my work is my amusement, and I believe it is also my duty.”

    ——

    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested, so my poor wallet suffers. ”— Gareth

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    #249 Steve Jobs In His Own Words

    #249 Steve Jobs In His Own Words

    What I learned from reading I, Steve: Steve Jobs In His Own Words by George Beahm.

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    [1:05]

    On Steve Jobs

    #5 Steve Jobs: The Biography
    #19 Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader
    #76 Return To The Little Kingdom: Steve Jobs and The Creation of Apple
    #77 Steve Jobs & The NeXT Big Thing
    #204 Inside Steve Jobs' Brain
    #214 Steve Jobs: The Exclusive Biography
    #235 To Pixar And Beyond: My Unlikely Journey with Steve Jobs to Make Entertainment History

    Bonus Episodes on Steve Jobs

    Insanely Simple: The Obsession That Drives Apple's Success (Between #112 and #113)
    Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs (Between #110 and #111)

    On Jony Ive and Steve Jobs

    #178 Jony Ive: The Genius Behind Apple's Greatest Products

    On Ed Catmull and Steve Jobs

    #34 Creativity Inc: Overcoming The Unseen Forces That Stand In The Way of True Inspiration

    On Steve Jobs and several other technology company founders

    #157 The Innovators: How a Group of Hackers, Geniuses, and Geeks Created the Digital Revolution

    #208 In the Company of Giants: Candid Conversations With the Visionaries of the Digital World

    [3:13] We're not going to be the first to this party, but we're going to be the best.

    [4:54] Company Focus: We do no market research. We don't hire consultants. We just want to make great products.

    [5:06] The roots of Apple were to build computers for people, not for corporations. The world doesn't need another Dell or Compaq.

    [5:52] Nearly all the founders I’ve read about have a handful of ideas/principles that are important to them and they just repeat and pound away at them forever.

    [7:00] You can oftentimes arrive at some very elegant and simple solutions. Most people just don't put in the time or energy to get there.

    [8:09] I think of Founders as a tool for working professionals. And what that tool does is it gets ideas from the history of entrepreneurship into your brain so then you can use them in your work. It just so happens that a podcast is a great way to achieve that goal.

    [8:48] Tim Ferriss Podcast #596 with Ed Thorp

    [8:50] A Man for All Markets: From Las Vegas to Wall Street, How I Beat the Dealer and the Market by Ed Thorp. (Founders 222)

    [10:43] In most people's vocabularies, design means veneer. It's interior decorating. It's the fabric of the curtains and the sofa. But to me, nothing could be further from the meaning of design. Design is the fundamental soul of a man-made creation that ends up expressing itself in successive outer layers of the product or service.

    [12:05] The Essential Difference: The Lisa people wanted to do something great. And the Mac people want to do something insanely great. The difference shows.

    [14:21] Sure, what we do has to make commercial sense, but it's never the starting point. We start with the product and the user experience.

    [15:57] Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader by Brent Schlender and Rick Tetzeli. (Founders #19)

    [16:41] We had a passion to do this one simple thing.

    [16:51] And that's really important because he's saying I wasn't trying to build the biggest company. I wasn't trying to build a trillion dollar company. It wasn't doing any of that. Those things happen later as a by-product of what I was actually focused on, which is just building the best computer that I wanted to use.

    [17:14] In the Company of Giants: Candid Conversations With the Visionaries of the Digital World by Rama Dev Jager and Rafael Ortiz.  (Founders #208 )

    [17:41] It comes down to trying to expose yourself to the best things that humans have done and then try to bring those things in to what you're doing. Picasso had a saying: good artists copy, great artists steal. And we have always been shameless about stealing great ideas.

    [20:29] Our belief was that if we kept putting great products in front of customers, they would continue to open their wallets.

    [21:06]  A Mind at Play: How Claude Shannon Invented the Information Age by Jimmy Soni and Rob Goodman (Founders #95) “A very small percentage of the population produces the greatest proportion of the important ideas. There are some people if you shoot one idea into the brain, you will get half an idea out. There are other people who are beyond this point at which they produce two ideas for each idea sent in.”

    [22:29] Edwin land episodes:

    Insisting On The Impossible: The Life of Edwin Land and Instant: The Story of Polaroid (Founders #40)

    The Instant Image: Edwin Land and The Polaroid Experience by Mark Olshaker. (Founders #132)

    Land’s Polaroid: A Company and The Man Who Invented It by Peter C. Wensberg. (Founders #133)

    A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War by Ronald K. Fierstein. (Founders #134)

    [25:01] Macintosh was basically this relatively small company in Cupertino, California, taking on the goliath, IBM, and saying "Wait a minute, your way is wrong. This is not the way we want computers to go. This is not the legacy we want to leave. This is not what we want our kids to be learning. This is wrong and we are going to show you the right way to do it and here it is and it is so much better.

    [27:47] Jony Ive: The Genius Behind Apple's Greatest Productsby Leander Kahney. (
    (Founders #178)

    [29:00] Enzo Ferrari: Power, Politics, and the Making of an Automobile Empire by Luca Dal Monte (Founders #98)

    [34:39] On meeting his wife, Laurene: I was in the parking lot, with the key in the car, and I thought to myself: If this is my last night on earth, would I rather spend it at a business meeting or with this woman? I ran across the parking lot, asked her if she'd have dinner with me. She said yes, we walked into town, and we've been together ever since.

    [37:26] It's not about pop culture, and it's not about fooling people, and it's not about convincing people that they want something they don't. We figure out what we want. And I think we're pretty good at having the right discipline to think through whether a lot of other people are going to want it, too. That's what we get paid to do.

    [41:29] Constellation Software Inc. President's Letters by Mark Leonard. (Founders #246)

    [42:30] Made in Japan: Akio Morita and Sony by Akio Morita. (Founders #102)

    [44:36] Victory in our industry is spelled survival.

    [45:21] Once you get into the problem you see that it's complicated, and you come up with all these convoluted solutions. That's where most people stop, and the solutions tend to work for a while. But the really great person will keep going, find the underlying problem, and come up with an elegant solution that works on every level.

    [48:15] Churchill by Paul Johnson (Founders #225)

    [48:25] I would trade all my technology for an afternoon with Socrates.

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    #132 Edwin Land (Steve Jobs's Hero)

    #132 Edwin Land (Steve Jobs's Hero)

    What I learned from reading The Instant Image: Edwin Land and the Polaroid Experience by Mark Olshaker. 

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    [1:42] The word “problem” had completely departed from Edwin land's vocabulary to be replaced by the word “opportunity”. 

    [2:01] What was it about this man and his company that allowed such confidence and seeming lack of concern with the traditional top priorities of American business? 

    [2:38] There is something unique about Polaroid having to do both with the human dimension of the company, and with a unity of vision of its founder and guiding genius.  

    [3:36] Perhaps the single most important aspect of Land's character is his ability to regard things around him in a new and totally different way.  

    [4:14] Right from the beginning of his career Land had paid scant attention to what experts had to say, trusting his own instincts instead.  

    [4:49] Land has always believed that for any item sufficiently ingenious and intriguing, a new market could be created. Conventional wisdom has little capacity with which to evaluate a market that did not exist prior to the product that defines it. 

    [5:21] He feels that creativity is an individual thing. Not generally applicable to group generation. 

    [5:52] Land is a man deeply caught up in the creative potential of the individual. 

    [6:33] An institution is the lengthened shadow of one man. 

    [7:43] Apple founder Steve Jobs once hailed Edwin Land, the founder of Polaroid and the father of instant photography, as "a national treasure" and once confessed to a reporter that meeting Land was "like visiting a shrine." By his own admission, Jobs modeled much of his own career after Land’s. Both Jobs and Land stand out today as unique and towering figures in the history of technology. Neither had a college degree, but both built highly successful and innovative organizations. Jobs and Land were both perfectionists with an almost fanatic attentiveness to detail, in addition to being consummate showmen and instinctive marketers. In many ways, Edwin Land was the original Steve Jobs.  

    [8:36] There's a rule that they don't teach you at the Harvard business school. It is, if anything is worth doing it's worth doing to excess

    [11:22] Steve Jobs: I always thought of myself as a humanities person as a kid, but I liked electronics. Then I read something that one of my heroes, Edwin Land of Polaroid, said about the importance of people who could stand at the intersection of humanities and sciences. And I decided that's what I wanted to do.  

    [12:51] In a world full of cooks, Edwin Land was a chef. [Link to The Cook and The Chef: Elon Musk’s Secret Sauce]  

    [19:34] Land was asked what he wanted to be when he was younger: I had two goals. To be the world's greatest scientist and to be the world's greatest novelist. 

    [21:28] Everyone acknowledged that the future of Polaroid corporation would be determined by what went on in the brain of Edwin Land. 

    [22:01] My motto is very personal and may not fit anyone else or any other company. It is: Don't do anything that someone else can do.  

    [22:54] Fortunately our company has been one which has been dedicated throughout its life to making only things which others can not make.  

    [25:06] Land had far more faith in his own potential, and that of the company he inspired, than did any of the experts looking in from the outside.  

    [27:30] Polaroid failed to build a successful company by selling to other businesses: Each [product] would have involved millions of dollars in revenue for the company, but each invention involved a certain degree of transformation of an existing industry controlled by an existing power structure. From this Land realizes he needs to control the relationship with the customer. He realizes he needs to sell directly to the end user

    [36:16] Edwin Land is inspired by, and learned from, people that came before him. One example of this is Alexander Graham Bell. Edwin Land is not worried about the marketing [of a new product] because Bell went through the same thing: Land apparently lost little sleep over the initial situation, calling to mind that the same sort of reaction had greeted the public introduction of Bell's telephone, 70 years earlier. The telephone had been a dominant symbol in Land's thinking. He began making numerous connections between his camera and the telephone.  

    [40:16] Over the years, I have learned that every significant invention has several characteristics. By definition it must be startling, unexpected, and must come into a world that is not prepared for it. If the world were prepared for it, it would not be much of an invention.  

    [40:46] It is the public's role to resist [a new invention, a new product/service]. 

    [41:29] It took us a lifetime to understand that if we're to make a new commodity —a commodity of beauty —then we must be prepared for the extensive teaching program needed to prepare society for the magnitude of our invention

    [45:12] Only the individual— and not the large group— can see a part of the world in a totally new and different way.  

    [48:08] Land's view is that a company should be scientifically daring and financially conservative. 

    [50:30] To understand more about every aspect of light, Edwin Land read every single book on light that was available in the New York City Public Library. That reminded me of one of my favorite lectures ever: Running Down A Dream: How to Succeed and Thrive in a Career You Love

    [51:59] Land on the problem with formal education: Young people for the most part —unless they are geniuses— after a very short time in college, give up any hope of being individually great. 

    [54:16] Among all the components and Land's intellectual arsenal, the chief one seems to be simple concentration.  

    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested, so my poor wallet suffers.”— Gareth

    Be like Gareth. Buy a book. It's good for you. It's good for Founders. A list of all the books featured on Founders Podcast.