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    • Obsession with product quality sets successful founders apartSuccessful founders prioritize product quality, sleep well, and learn from mistakes to achieve great success.

      The founders who have achieved great success, such as Ed Catmull, Steve Jobs, and George Lucas, share a relentless obsession with product quality. This dedication to excellence sets them apart and drives the success of their companies. Another key takeaway is the importance of getting a good night's sleep, as emphasized by founders like Jeff Bezos, Elon Musk, and Mark Zuckerberg. One product that can significantly improve sleep quality is 8 Sleep, which allows users to adjust the temperature of their bed. This feature alone, in my opinion, justifies the investment. Lastly, I've observed that even the most successful companies can still make mistakes that lead to their downfall. Despite their initial success and innovative approaches, these companies can be blinded by their own growth and expansion, ultimately leading to their demise.

    • The importance of introspection and continuous learning in building a sustainable creative cultureLearn from great leaders like Walt Disney and Albert Einstein, get smarter when faced with challenges, embrace failure, and create a culture where employees feel safe to take risks and learn from mistakes.

      Learning from Ed Catmull's book "Creativity Inc" is the importance of introspection and continuous learning in building a sustainable creative culture. Despite achieving great success with Pixar, Catmull was surprised to feel a hollow sense of achievement and realized the need to learn how to build a company that could sustain creativity. He was inspired by figures like Walt Disney and Albert Einstein, who both pushed boundaries in their respective fields. Disney, in particular, had a profound impact on Catmull, as he grew up watching Disney's weekly television shows and was inspired by Disney's ability to demystify the creative process and incorporate new technology. Catmull's first piece of advice, which he repeats throughout the book, is to get smarter when faced with a challenge. He also learned the importance of embracing failure and creating a culture where employees feel safe to take risks and learn from their mistakes. Overall, "Creativity Inc" offers valuable insights into the mindset and experiences of a successful founder and provides lessons for anyone looking to build a creative and innovative organization.

    • Childhood experiences shaped Ed Catmull's mindset for innovationAdversity and technological surprises can lead to personal growth and new opportunities. Be smart, adaptable, and open to new experiences.

      Facing adversity and technological surprises can lead to innovation and personal growth. Ed Catmull's childhood experiences, including the US response to Sputnik and his father's determination to get an education despite financial hardships, instilled in him the importance of being smart and adaptable. This mindset led him to pursue a career in computer science and design computer languages. However, a chance encounter with Ivan Sutherland, who ran the computer science department at the University of Utah, changed the course of his career. Sutherland's innovative approach to education created a collaborative and supportive community that allowed students to explore their interests and make meaningful connections. This environment, which would later inspire Catmull to create a similar culture at Pixar, put him at the forefront of the emerging technology industry and led to the founding of Silicon Graphics and Netscape by one of his classmates. The story of Ed Catmull illustrates the power of curiosity, perseverance, and the importance of being open to new opportunities and experiences.

    • The role of serendipity and independent thinking in shaping filmmaking and computer animationJim Clark's passion for computer-animated films and George Lucas's vision for tech in Hollywood led to groundbreaking advancements, paving the way for Pixar and the film industry's progress in computer animation.

      Serendipitous encounters and independent thinking played significant roles in shaping the technological advancements in filmmaking and computer animation. This is evident in the stories of Jim Clark, who had a front-row seat to the birth of the Internet, and George Lucas, who revolutionized the film industry by incorporating high technology despite industry skepticism. Both individuals, driven by their passion and determination, emulated the leadership of pioneers in their respective fields and bet on themselves to innovate. Through their relentless pursuit of their goals, they created a ripple effect that led to groundbreaking advancements. Jim Clark's dream of creating computer-animated films and George Lucas's vision of integrating technology into Hollywood paved the way for the creation of Pixar and the advancement of computer animation in the film industry.

    • Investing in passions and visionsBoth George Lucas and Ed Catmull emphasized the importance of having a clear sense of purpose and direction, investing in personal passions and visions, and staying committed to them despite adversity or uncertainty.

      Having a clear sense of purpose and direction, as exemplified by George Lucas and later adopted by Ed Catmull, is crucial for personal and professional growth. Both Lucas and Catmull believed in investing in their passions and visions, even when faced with adversity or uncertainty. For Lucas, this meant retaining ownership of Star Wars' licensing and merchandising rights, which set the stage for future industry changes. For Catmull, it meant learning from Lucas's management style and philosophy, which influenced his own leadership at Pixar. The idea of constantly moving towards a goal, yet understanding that the journey itself is just as important, resonated with both individuals and can serve as a guiding principle for anyone seeking success and fulfillment.

    • The Importance of Effective Storytelling in BusinessEffective storytelling is a powerful tool for business success as it resonates with people and clearly communicates a vision.

      Effective storytelling is crucial for success in business. Ed Catmull, the co-founder of Pixar Animation Studios, emphasizes this concept throughout his book "Creativity, Inc." He shares how Steve Jobs, one of the greatest entrepreneurs, recognized and valued the power of storytelling. Don Valentine, the founder of Sequoia Capital, also emphasized this importance. Catmull shares an instance where the sale of Pixar fell through just before it was about to be signed by General Motors, which ultimately led to Steve Jobs becoming involved with the company. Jobs' clear communication and single-minded focus on creating "insanely great products" resonated with Catmull and led to a successful partnership. The ability to effectively tell a story and communicate a clear vision is a powerful tool for business success.

    • Steve Jobs' mission and driveHaving a clear mission and driving force in life is essential for success. Strategic and aggressive business tactics can also define a leader's style.

      Steve Jobs, despite his intense and forceful personality, was driven by a mission to build great products and sought out new challenges when faced with adversity. His relentless approach to business and life, as seen in his interactions with others and his negotiations, ultimately made him a formidable leader and protector for those around him. Despite initial uneasiness, his unwavering commitment to his vision and ability to explain it effectively proved to be a valuable asset. This theme of the importance of having a mission and driving force in one's life is a recurring idea in the book. Additionally, Jobs' strategic and aggressive business tactics, such as taking control of negotiations and foiling attempts to establish dominance by others, defined his leadership style and set the tone for his successful stewardship of Pixar.

    • Steve Jobs' commitment to Pixar during its strugglesDespite initial losses and challenges, Steve Jobs' belief in Pixar's potential led him to invest significantly and adapt Deming's principles, ultimately resulting in success through perseverance and adaptability.

      Steve Jobs' unwavering belief in the potential of Pixar, despite its initial struggles and financial losses, led him to invest a significant portion of his net worth into the company. During this period, Jobs and his team were learning on the fly, facing numerous challenges and adapting Deming's quality management principles to improve their processes. Despite the constant search for a profitable business model and the need to abandon hardware sales, Jobs remained committed to the vision of computer animation as Pixar's core focus. This tenacity, combined with the team's passion and determination, eventually led to Pixar's success. The story illustrates the importance of perseverance, adaptability, and trusting in one's vision, even when faced with significant challenges and financial risks.

    • Steve Jobs' determination to keep PixarDespite multiple offers, Jobs refused to sell Pixar for external validation, instead aiming to establish it as a competitor, leading to Disney deal and groundbreaking films.

      Steve Jobs' unwillingness to sell Pixar despite multiple offers was driven by his desire for external validation rather than an exit strategy. During negotiations with Disney, Jobs held firm on ownership of Pixar's technology, leading to a 3-picture deal where Disney provided financing and distribution. Despite his respect for Disney's animation and storytelling abilities, Jobs took the lead in negotiations regarding money matters. When Toy Story was nearing completion and Disney suggested going public, Jobs saw an opportunity to establish Pixar as a viable competitor to Disney, rather than becoming a subsidiary. This tenacity and vision ultimately led to Pixar's success and the creation of groundbreaking films like Toy Story.

    • The importance of a talented team for creative projectsSurround yourself with talented people and give them the resources to excel, as a good team can turn a mediocre idea into a successful project.

      The success of a creative project depends on the team behind it. Steve Jobs, after achieving great success with Pixar and Toy Story, found himself feeling empty and in need of a new mission. He realized that the key to keeping talented people happy and productive was to provide them with a creative environment where they could thrive. One important lesson he learned was that the quality of the team can make or break a project. If you give a good idea to a mediocre team, they may ruin it. But if you give a mediocre idea to a brilliant team, they will either improve it or discard it and come up with something better. This principle was exemplified in the production of Toy Story 2, where a poorly executed version of the film was eventually turned into a deeply moving and successful project by a talented team. Therefore, it's crucial to surround yourself with the right people and give them the resources and support they need to do their best work.

    • Investing in People and Prioritizing QualityInvesting in talented individuals and maintaining a healthy work environment leads to a successful and sustainable business.

      Building a strong team is crucial for the success of any project or organization. Apple's Steve Jobs, as an example, prioritized talent above all else, but realized the importance of creating a healthy work environment to prevent burnout and ensure long-term success. Ed Catmull, another key figure at Pixar, learned from this approach and emphasized the importance of quality as the best business plan. Everything associated with a company's name should be of high quality, as it not only boosts morale but also signals to employees that they are valued contributors to the organization's success. This mindset led Pixar to produce only top-tier films, refusing to compromise quality for financial gain. Ultimately, investing in people and prioritizing quality leads to a successful and sustainable business.

    • Striving for Excellence: Ed Catmull's Approach to Quality in Business and CreativityEd Catmull emphasizes the importance of quality, encouraging candor and constructive criticism, and allowing for openness to feedback to improve ideas and address problems in both business and creative projects.

      Quality is paramount in both business and creative projects. Ed Catmull, co-founder of Pixar Animation Studios, emphasizes the importance of striving for excellence in every interaction and aspect associated with a company's name. He believes that creativity starts with something that may not be perfect, and the role of the team is to make it better. Candor plays a crucial role in this process, as constructive criticism helps identify the root causes of problems without taking offense. Additionally, individuals should not identify too closely with their ideas, allowing for openness to feedback and growth. The most promising ideas emerge from within the creators, and the role of the "brain trust" is to provide candid feedback and help bring out the best in the filmmakers. Ultimately, problems are inevitable, and the key is to address them head-on and learn from them.

    • Problems are necessary investments in creating something greatBusinesses should embrace problems as opportunities for growth, not avoid them, and prioritize creating exceptional products over process

      Problems and iterative trial and error are essential parts of business and creating something great. Steve Jobs believed that if a business didn't encounter any significant issues, it should be a cause for concern. Ed Catmull, a filmmaker, echoed this sentiment, viewing problems as necessary investments in the development of a successful product. This principle, which has long been recognized in science, is often overlooked in business. Edwin Land, a pioneer in photography, famously said, "What the physical sciences teach the social sciences is how to fail without a sense of guilt." Companies, especially as they grow, can fall into the trap of prioritizing process over the ultimate goal of making something great. Jeff Bezos, in his book "Invent and Wander," warns against this, emphasizing that process exists to serve customers and should not become the goal itself. The focus should always be on creating something exceptional.

    • Conflict and limitations fuel growth and innovationEmbrace conflict as necessary for testing ideas, support new talent, and rethink ways of working by imposing limits

      Conflict and limitations are essential for growth and innovation, both in creative organizations and individual endeavors. Brad Bird, a filmmaker, emphasizes the importance of viewing conflict as necessary, as it tests ideas and allows them to survive. Additionally, he stresses the importance of supporting new talent and creations, as they often face criticism and rejection. The concept of imposing limits was also highlighted as a tool for rethinking and improving ways of working. As Andrew Stanton puts it, embracing the unpredictability of the journey towards a goal, rather than trying to avoid challenges, is crucial for success.

    • Recognizing the value of a partnershipTransparent communication and valuing partnerships can lead to unexpected opportunities and successful collaborations.

      Effective communication and understanding between business partners can lead to unexpected opportunities and successful collaborations. As seen in the relationship between Steve Jobs and Bob Iger, their initial animosity gave way to a fruitful partnership when Iger recognized the value of Pixar and openly expressed his interest to Jobs. This honest approach not only disarmed Jobs but also paved the way for Disney's acquisition of Pixar, making Jobs a billionaire and the largest individual shareholder in Disney. This story highlights the importance of being transparent and valuing partnerships, even when past experiences may suggest otherwise.

    • Steve Jobs' Transformation at PixarDespite financial losses, Steve Jobs' commitment to innovation at Pixar was solidified through his investment and recognition of team's passion and determination.

      Steve Jobs was not just a stubborn and imperious figure, but a man who underwent a profound transformation throughout his career. While it's easy to focus on his extreme traits and negative behavior, the most important story is the one of his growth and development. This transformation was particularly evident during his time at Pixar, where he invested heavily despite uncertainty and financial losses. Jobs' commitment to innovation was solidified, not abandoned, during this period. He recognized and valued the passion and determination of those around him, and this shared passion for excellence ultimately bonded him with his team. In the face of adversity, Jobs' willingness to push through discomfort and stay the course is a testament to his unwavering commitment to his goals.

    • Steve Jobs' evolution at PixarSteve Jobs evolved from a benefactor to a protector, constructive critic, and wise leader at Pixar, challenging the one-note portraits of him as a relentless perfectionist.

      Steve Jobs, despite his reputation for relentless perfectionism and intensity, was capable of change and growth. This was evident in his advocacy for the widescreen format for Pixar movies, where he respected Bill Cone's passion and conviction for the artistic standpoint. Jobs also challenged Brad Bird during the making of "The Incredibles," pushing the team to aim higher. Jobs' evolution at Pixar saw him transition from a benefactor to a protector, constructive critic, and eventually, a wise leader who could express empathy and patience. His impact on Pixar and the world through his utilitarian yet joyful creations was deeply meaningful to him. This complex and multifaceted portrait of Steve Jobs challenges the one-note portraits of him as a relentless perfectionist.

    • Access exclusive insights through the Founders Podcast AMA feedMembers can engage with the host and fellow enthusiasts, receive personalized answers, and learn from each other's queries in the exclusive AMA feed

      The host of this podcast, after conducting extensive research over seven years, has amassed a unique dataset with valuable insights that go beyond what's shared on the podcast. To make this information accessible to his audience, he has created a private AMA (Ask Me Anything) feed for members. By joining and asking questions, members can receive personalized answers from the host and learn from each other's queries. The host reads every email himself and converts selected questions into short AMA episodes. Members can also include their website link with their questions, potentially attracting new customers. With several new episodes planned each week, becoming a member of the Founders Podcast AMA feed is an excellent opportunity for enthusiasts to access exclusive insights and engage with the host and fellow members.

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    Learning from history is a form of leverage. —Charlie Munger. Founders Notes gives you the super power to learn from history's greatest entrepreneurs on demand.

    Get access to the World’s Most Valuable Notebook for Founders

    You can search all my notes and highlights from every book I've ever read for the podcast. 

    You can also ask SAGE any question and SAGE will read all my notes, highlights, and every transcript from every episode for you.

     A few questions I've asked SAGE recently: 

    What are the most important leadership lessons from history's greatest entrepreneurs?

    Can you give me a summary of Warren Buffett's best ideas? (Substitute any founder covered on the podcast and you'll get a comprehensive and easy to read summary of their ideas) 

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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

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    —  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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    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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    #34 Creativity Inc: The Autobiography of the founder of Pixar

    #34 Creativity Inc: The Autobiography of the founder of Pixar

    What I learned from reading Creativity Inc: Overcoming The Unseen Forces That Stand In The Way of True Inspiration by Ed Catmull. 

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    Bet on yourself (39:54)

    Decentralize problem-solving (52:56)

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    Analyze ways to improve your process after a project is complete (1:24:10)

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    #299 Steve Jobs (Make Something Wonderful)

    #299 Steve Jobs (Make Something Wonderful)

    What I learned from reading Make Something Wonderful: Steve Jobs in his own words.

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    (3:48) He gave an extraordinary amount of thought to how best to use our fleeting time.

    (4:24) He imagined what reality lacked and set out to remedy it.

    (7:27) Steve Jobs: The Lost Interview Video and My Notes.

    (10:02) Edwin Land episodes:

    Instant: The Story of Polaroid by Christopher Bonanos. (Founders #264)

    Land's Polaroid: A Company and the Man Who Invented It by Peter C. Wensberg (Founders #263)

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

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

    The Instant Image: Edwin Land and the Polaroid Experienceby Mark Olshaker (Founders #132)

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

    (13:23) Think of your life as a rainbow arcing across the horizon of this world. You appear, have a chance to blaze in the sky, then you disappear.

    (14:10) One from Many: VISA and the Rise of Chaordic Organization by Dee Hock. (Founders #260)

    (15:42) Read Jeff Bezos's shareholder letters in book form: Invent and Wander: The Collected Writings of Jeff Bezos or for free online: Amazon Investor Relations(Founders #282)

    (19:45) If you want to understand the entrepreneur, study the juvenile delinquent. — Let My People Go Surfing: The Education of a Reluctant Businessman by Yvon Chouinard. (Founders #297)

    (30:47) How important product is based on how much time you spend with it: People are going to be spending two, three hours a day interacting with these machines—longer than they spend in the car.

    (39:02) Return to the Little Kingdom: Steve Jobs and the Creation of Appleby Michael Moritz. (Founders #76)

    (40:32) The real big thing is: if you’re going to make something, it doesn’t take any more energy—and rarely does it take more money—to make it really great. All it takes is a little more time. And a willingness to do so, a willingness to persevere until it’s really great.

    (45:07) Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration by Ed Catmull 

    (45:31) Steve’s enthusiasm kept him writing check after check to Pixar, ultimately investing some $60 million.

    (47:47) It is better to have fewer people even if it means doing less. Let's build our company slowly and carefully.

    (53:36) 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. — Driven From Within by Michael Jordan (Founders #213)

    (54:40) You never achieve what you want without falling on your face a few times in the process of getting there.

    (1:00:11) There wasn’t a hierarchy of ideas that mapped onto the hierarchy of the organization.

    (1:03:33) Don’t be a career. The enemy of most dreams and intuitions, and one of the most dangerous and stifling concepts ever invented by humans, is the “Career.” A career is a concept for how one is supposed to progress through stages during the training for and practicing of your working life. There are some big problems here. First and foremost is the notion that your work is different and separate from the rest of your life. If you are passionate about your life and your work, this can’t be so. They will become more or less one. This is a much better way to live one’s life.

    (1:05:11) Make your avocation your vocation. Make what you love your work.

    (1:05:58) Think of your life as a rainbow arcing across the horizon of this world. You appear, have a chance to blaze in the sky, then you disappear.

    (1:09:27) In the Company of Giants: Candid Conversations With the Visionaries of the Digital World by Rama Dev Jager and Rafael Ortiz. (Founders #208)

    (1:10:52) Much of it is also drive and passion—hard work makes up for a lot.

    (1:13:28) A risk-taking creative environment on the product side required a fiscally conservative environment on the business side.

    (1:13:57) You've got to choose what you put your love into really carefully.

    (1:14:38) A remarkably consistent set of values that Steve held dear: Life is short; don’t waste it. Tell the truth. Technology should enhance human creativity. Process matters. Beauty matters. Details matter. The world we know is a human creation—and we can push it forward.

    (1:19:24) Steve Jobs speaking to Apple employees (Video) 

    (1:29:48) Apple is the world’s premier bridge builder between mere mortals and the exploding world of high technology.

    (1:30:14) Steve’s favorite quote: We are what we repeatedly do. Excellence, then, is not an act, but a habit. – Aristotle

    (1:32:29) The Man Behind the Microchip: Robert Noyce and the Invention of Silicon Valley by Leslie Berlin. (Founders #166)

    (1:42:27) That’s been the most important lesson I’ve learned in business: that the dynamic range of people dramatically exceeds things you encounter in the rest of our normal lives—and to try to find those really great people who really love what they do. 

    (1:43:00) Jony Ive: The Genius Behind Apple's Greatest Productsby Leander Kahney. (Founders #178)

    (1:47:27) It’s a circus world, and you never know what’s around the next corner.

    (1:53:40) Bourdain: The Definitive Oral Biography by Laurie Woolever. (Founders #219)

    (2:01:00) All glory is fleeting.

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    #98 Enzo Ferrari (the making of an automobile empire)

    #98 Enzo Ferrari (the making of an automobile empire)

    What I learned from reading Enzo Ferrari: Power, Politics, and the Making of an Automobile Empire by Luca Dal Monte.

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    [0:01] Ferrari was animated by an extraordinary passion that led him to build a product with no equal

    [3:52] Lee Iacocca on why Enzo Ferrari will go as the greatest car manufacturer in history: "Ferrari spent every dollar chasing perfection." 

    [8:50] Business lessons from his father  

    [11:47] Enzo Ferrari was not interested in school. He wanted to start working immediately. 

    [16:36] The deaths of his father and brother 

    [18:20] No job. No money. No connections. A young man desperate to succeed in life. 

    [23:06] He learned something that he would never forget for the rest of his life: Not even the best driver had any chance of victory if he was not at the wheel of the best car

    [24:20] Starting his first business which ends in bankruptcy.

    [28:31] Enzo learned from those who already accomplished what he was trying to do. 

    [31:10] He does the best possible job at whatever task he is given. Even if he doesn't want to do it. Enzo focuses on being useful. 

    [33:35] A young Enzo Ferrari is plagued with doubts and close to a nervous breakdown. 

    [38:28] The large leave gaps for the small: The start of Scuderia Ferrari. 

    [49:38] Enzo Ferrari at 33 years old. 

    [51:30] For Enzo Ferrari it was always day 1.

    [52:33] Alfa Romeo pulls the plug/the end of Scuderia Ferrari, the birth of Ferrari.

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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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    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: All the books featured on Founders Podcast

    #265 Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader

    #265 Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader

    What I learned from rereading Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader by Brent Schlender and Rick Tetzeli

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    [3:11] His mind was never a captive of reality.

    [5:16] A complete list of every Founders episode on Steve Jobs and the founders Steve studied: Steve Jobs’s Heroes

    [7:15] Steve Jobs and The Next Big Thing by Randall Stross (Founders #77)

    [9:05] Steve Job’s Commencement Address

    [9:40] Driven and curious, even when things were tough, he was a learning machine.

    [10:20] He learned how to manage himself.

    [12:45] Anything could be figured out and since anything could be figured out anything could be built.

    [14:10] It was a calculation based on arrogance. — The Fish That Ate the Whale: The Life and Times of America's Banana King by Rich Cohen (Founders #255)

    [18:00] We were no longer aiming for the handful of hobbyists who liked to assemble their own computers. For every one of them there were a thousand people who would want the machine to be ready to run.

    [17:40] He was a free thinker whose ideas would often run against the conventional wisdom of any community in which he operated.

    [19:55] He had no qualms about calling anyone up in search of information or help.

    [20:40] I've never found anybody who didn't want to help me when I've asked them for help.

    I've never found anyone who's said no or hung up the phone when I called. I just asked.

    Most people never pick up the phone and call. Most people never ask.

    [21:50] First you believe. Then you work on getting other people to share your belief.

    [24:55] All the podcasts on Edwin Land:

    Land's Polaroid: A Company and the Man Who Invented It by Peter C. Wensberg (Founders #263)

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

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

    The Instant Image: Edwin Land and the Polaroid Experienceby Mark Olshaker (Founders #132)

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

    [25:00] My friend Frederick’s newsletter I was interviewed for

    [30:20] He was an extraordinary speaker and he wielded that tool to great effect.

    [31:00] Never underestimate the value of an ally. — Estée Lauder: A Success Story by Estée Lauder. (Founders #217)

    [32:50] If you go to sleep on a win you’re going to wake up with a loss.

    [33:00] Hard Drive: Bill Gates and the Making of the Microsoft Empire by James Wallace and Jim Erickson (Founders #140)

    [34:20] Software development requires very little capital investment. It is basically intellectual capital. The main cost is the labor required to design and test it. There's no need for expensive factories. It can be replicated endlessly for practically nothing.

    [38:10] He cared passionately and he never dialed it in.

    [39:45] To Pixar And Beyond: My Unlikely Journey with Steve Jobs to Make Entertainment History by Lawrence Levy (Founders #235)

    [42:58] Time carries most of the weight.

    [43:30] People that are learning machines and then refuse to quit are incredibly hard to beat. Steve jobs was a learning machine who refused to quit.

    [44:17] Steve Jobs and The Next Big Thing by Randall Stross (Founders #77)

    [49:40] Creativity Inc by Ed Catmull

    [50:30] There were times when the reactions against Steve baffled Steve.

    I remember him sometimes saying to me: Why are they upset?

    What that said to me was that he didn't intend to get that outcome. It was a lack of skill as opposed to meanness. A lack of skill of dealing with other people.

    [55:50] Creative thinking, at its best, is chalk full of failures and dead ends.

    [56:40] Successful people listen. Those that don’t listen don’t last long. —Michael Jordan: The Life by Roland Lazenby. (Founders #212) 

    [58:40] You can't go to the library and find a book titled The Business Model for Animation. The reason you can't is because there's only been one company Disney that's ever done it well, and they were not interested in telling the world how lucrative it was.

    [1:01:20] The company is one of the most amazing inventions of humans.

    [1:02:25] The only purpose for me in building a company is so that the company can make products. One is a means to the other.

    [1:04:00] Personal History by Katherine Graham (Founders #152)

    [1:10:11] Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs by Ken Kocienda

    [1:11:12] What am I focusing on that sets me apart from my competitors?

    [1:13:00] The channel? We lost $2 billion last year. Who gives a fuck about the channel?

    [1:15:21] Time carries most of the weight. Stay in the game as long as possible.

    [1:16:41] The information he'd glean would go into the learning machine that was his brain. Sometimes that's where it would sit, and nothing would happen. Sometimes he'd concoct a way to combine it with something else he'd seen, or perhaps to twist it in a way to benefit an entirely different project altogether. This was one of his great talents, the ability to synthesize separate developments and technologies into something previously unimaginable.

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    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: All the books featured on Founders Podcast