A Quote by Fred Wilson

Early in a startup, product decisions should be hunch driven. Later on, product decisions should be data driven. — © Fred Wilson
Early in a startup, product decisions should be hunch driven. Later on, product decisions should be data driven.
Start-ups should be hunch-driven early on and data-driven as they scale.
We continue to have this illusion that things outside of us aren't driving what we think and believe, when in fact so much of what we spend our attention on is driven by decisions of thousands of engineers and product designers.
Market-driven design builds the success of the product's marketing into the product itself.
Entrepreneurs don't really make mistakes, though. We just make decisions that seem right at the time, but which sometimes turn out to have been the wrong path to take. For example, we allowed a buyer to place a huge opening order and later had to take some product back. We didn't have our sell-through programs in place, so in hindsight, it would have been wiser to sell in less product at the outset. The scary thing is you are always making decisions without knowing the future.
I don't believe in data-driven anything, it's the most stupid phrase. Data should always serve people, people should never serve data.
When a product is market driven, it should be able to pay for all its raw materials at market prices.
Startup success is driven most by the product passion, quality, vision, team-work and persistence of the founding team and the talent that the team attracts.
The whole enterprise of teaching managers is steeped in the ethic of data-driven analytical support. The problem is, the data is only available about the past. So the way we've taught managers to make decisions and consultants to analyze problems condemns them to taking action when it's too late.
The mania started with insomnia and not eating and being driven, driven to find an apartment, driven to see everybody, driven to do New York, driven to never shut up.
My advice was to start a policy of making reversible decisions before anyone left the meeting or the office. In a startup, it doesn't matter if you're 100 percent right 100 percent of the time. What matters is having forward momentum and a tight fact-based data/metrics feedback loop to help you quickly recognize and reverse any incorrect decisions. That's why startups are agile. By the time a big company gets the committee to organize the subcommittee to pick a meeting date, your startup could have made 20 decisions, reversed five of them and implemented the fifteen that worked.
The whole enterprise of teaching managers is steeped in the ethic of data-driven analytical support. The problem is, the data is only available about the past. So the way weve taught managers to make decisions and consultants to analyze problems condemns them to taking action when its too late.
The product itself should be it's own best salesman. Not the product alone, but the product plus a mental impression, and atmosphere, which you place around it
I got really excited about the idea of data-driven startup just as I was starting Kaggle.
There is a sense that everything should be easy, but easy decisions are the ones we should be scared of because if they're easy then we're probably being sold something. This is why I'm worried about "nudge" - it's pushing people in the direction of what you think they should be doing. Easy decisions are dangerous ones.
What I learned from my work as a physician is that even with the most complicated patients, the most complicated problems, you've got to look hard to find every piece of data and evidence that you can to improve your decision-making. Medicine has taught me to be very much evidence-based and data-driven in making decisions.
As we all know, the budget decisions which give rise to increased debt are what counts, and the debt is just a by-product of those budget decisions.
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