A Quote by Ben Horowitz
The hardest thing about starting a company and running a company is, there's just so many expectations on you, and there are so many people who have things that they want you to do. It's a lot like life about that.
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People have learned a lot about my company and now they realize, my company is much bigger, much more powerful than they ever thought. We're in many, many countries, and I'm very proud of it.
I made a boy's mistake, common enough, of thinking that real life was knowing many things and many people, living dangerously in faraway places, crossing the sea, or starting a power company on the Columbia River, a steamship line in Bolivia.
When you're running a company, creating jobs is the last thing you want to. When you're running a company you want to employ as few people as possible, and yet you inadvertently create jobs.
Obviously solving the education problem is big and complex, and there's already so many failings, but coding is the new fluency. This is the most valuable skill of this century. If you want to be a founder of a company, and not even just a tech company, but like a founder of a company, because I'm telling you software is going to play a role.
I have a company attitude about my work. I don't like to do just one thing; I like to do a lot of things.
I start with people's growth, my own growth included. I don't start with the company's strategy or products. I start with people's growth because I believe that if the people who are running and participating in a company grow, then the company's growth will in many respects take care of itself.
My goal was never to just create a company. A lot of people misinterpret that, as if I don't care about revenue or profit or any of those things. But what not being just a company means to me is not being just that - building something that actually makes a really big change in the world.
The 2 hardest things you'll have to do when running a company are recruiting and talking people out of leaving.
Strangely, from a life-change standpoint, I sold the company I was running and got divorced in the same month. And so there I was, at home, and I'm not the CEO. I took a few months thinking about what I wanted to do. When the first call came in about running a company owned by Deutsche Telekom, I thought it was laughable and really not something I'd do. I took the meeting mainly because the headhunter I knew. At first I thought I was just helping her fill out the roster, but then I dug into it.
The business model piece is we're always talking about competing more effectively. If you're starting a company or career you don't want to compete. You want to create a monopoly. We want to invest in a company that has a good plan to create a monopoly.
Interestingly, many Indian companies where there's a father-and-son combination are being run as joint CEO organizations because the father has not given up running the company and the son is actively involved in running the company, and there is division of responsibilities.
Starting a successful company is one of the hardest things anyone does.
You know, I'm behind my company. My company has been a big part of my life. And it's not that I been buying a company or that my father bought a company and tried to do something out of it. You know, it's not the same thing. It's my name, it's my company, it's my signature.
Sometimes, you release an album and the record company just about ignores it, and so many people don't even know it's out. And I'm not about to jump up and down shouting, "Hey folks, look at me! I'm cool and groovy!" That's not what George Harrison is all about.
You read these management books that say, 'These are the hard things about running a company.' But those aren't really the hard things. The hard things are when you have to layoff half your company, or you have to fire your best friend. Or you have to figure out a way not to go bankrupt.
A company is a multidimensional system capable of growth, expansion, and self-regulation. It is, therefore, not a thing but a set of interacting forces. Any theory of organization must be capable of reflecting a company's many facets, its dynamism, and its basic orderliness. When company organization is reviewed, or when reorganizing a company, it must be loked upon as a whole, as a total system.
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