A Quote by Colin Angle

There are so many opportunities to make a bad decision in building a robot company on top of all the normal ways that entrepreneurs screw up that it is incredibly difficult to truly create value because it is so cost-sensitive.
I am incredibly, incredibly fortunate about the opportunities I've had. But at the same time, I've had plenty of opportunities to screw it up, too. Sometimes the most powerful thing you can say is 'No...' and not feel the need to do everything. It's about doing what rings true to me.
So many businesses get worried about looking like they might make a mistake, they become afraid to take any risk. Companies are set up so that people judge each other on failure. I am not going to get fired if we have a bad year. Or a bad five years. I don’t have to worry about making things look good if they’re not. I can actually set up the company to create value.
In a large pharmaceutical company, where it's a big bet, you're going to need finance people to be involved in the decision-making because the investment can run into the hundreds of millions of dollars. You're going to have to run scenarios. You might even need agreement from the C.E.O. to make that type of decision. If it's an incremental, low-cost decision in a marketing-oriented company, it may be a very different set of stakeholders a lot further down in the organization.
Whenever I've had to make a major decision as a doctor, cop or for a company I've worked for, I ask myself: What is the value proposition here? Will my decision bring added value to the population I have the privilege to serve?
People who are chronically tardy never understand the many ways in which they screw up the schedules of people who are punctual and 'normal'.
Our focus is not on exit. In fact if you talk to any of my entrepreneurs, I'm generally saying, 'Don't sell the company,' when other investors want to sell. I'd much rather focus on building long-term value in building companies rather than worrying about exits.
Value investing is simple to understand but difficult to implement. Value investors are not supersophisticated analytical wizards who create and apply intricate computer models to find attractive opportunities or assess underlying value. The hard part is discipline, patience, and judgment. Investors need discipline to avoid the many unattractive pitches that are thrown, patience to wait for the right pitch, and judgment to know when it is time to swing.
Entrepreneurs create value; I wanted to create ideas that became machines for making value.
As organizations, we have to find ways to create more opportunities, especially for our young people. A lot of corporations, they have to make opportunities for young people - create internships, for example, even if it's only half-time.
If you want to make a serious, rugged, reliable robot, you can start with the Create platform and just build stuff on top of it.
More that members of Senate know about Medicaid, in many ways, the harder it is to make that final decision, because you have got so much information, and you know how many other things are impacted here by one decision here that, five decisions later, has made a big difference in somebody's life.
One of the first things that you learn as a stand-up is, you're the boss. It's your stage, and don't screw with me because I'll make you look bad, which I had to do, because you wind up with drunks and loud people.
Bad restaurants find unique ways to be bad. Good ones are good in the same way: good food, nice staff, a pleasant room. The human capacity for finding unique ways to screw things up always amazes me.
That's exciting because to create new value in the robot space quickly, you need to stand on the shoulders of other technological developments.
Whenever I talk to people who founded a company, I often like to ask the prehistory questions 'When did you meet? How long have you been working before you started the company?' A bad answer is, 'We met at a networking event a week ago, and we started a company because we both want to be entrepreneurs.'
Every time you start a company - and I've started five or six - you have the opportunity to screw up in whole new ways.
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