At 25, I made many companies. I was thinking more like a businessman or entrepreneur than a CEO. I created many companies, small companies, medium companies. I tried to be involved in many kinds of activities, in finance, in real estate, in mining.
I casually advise a few young companies, and I'm always surprised when I see them overthinking simple problems, adding too much structure too early, and trying to get formal too soon. Start-ups should embrace their scrappiness, not rush to toss it aside.
Microsoft, Disney, Ford, Facebook, and a hundreds and thousands of other companies that affect us daily all began life as baby companies, aka start-ups.
Start-ups should be based on radical ideas. There should be a high failure rate for start-ups, because if there isn't their ideas aren't bold enough.
I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.
Shareholders need to have a real interest in the companies they own. Too many are simply too busy - they are asleep at the wheel.
Most start-up companies fail and it is smart public policy to help entrepreneurs increase their odds of succeeding. But, the biggest loss to our economy is not all the start-ups that didn't make it: It's the ones that might have been created but weren't.
Corporate houses and big companies can be meaningful distribution channels for start-ups.
There are too many retailers. There are too many brands. There are too many designers. There are too many discount stores, and the predator online companies are selling discount like crazy.
I don't think that a mutual fund that invests exclusively in biotech start-ups or invests exclusively in companies in Thailand offers any great safety or diversification.
In the absence of big budgets, start-ups learned how to hack the system to build their companies.
I think I have become wise enough, because I started at a young age and know there are ups and downs in this business - I've realised it's not real.
The half-life of companies is shrinking. So in the same ease in which you can start a company today to disrupt an incumbent, you have to also realize that somebody will do that to you as well just as easily. So if you're not just going to get on top but stay on top, that will require a real prepared mind across many companies.
There aren't too many people out there who can start one of my books and not finish it. I don't think too many writers can say that.
People's mouse clicks decide what businesses, services, and content succeed. Users have equal access to tiny businesses with viral ideas and blue-chip companies, allowing these enterprises to compete on their own merits. It's how so many small start-ups have been able to become Internet success stories.
I think many start-ups make mistakes because they are focusing on things that are farther ahead, and they haven't done the work that has built the foundation to support it.