A Quote by Peter Thiel
You want to be the last company in a category. Those are the ones that are really valuable.
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When you're coming into a company and, you know, have to do a transformation, what you really want to do is look at the company and say, 'Okay, here are the parts that the company does well. How do we get those genes to hyper-express? The genes that are getting in the way, how do you turn those off?'
As a company, we have to be very transparent. We are in a business very related to finance, and I want this company to last long, and I want this company to be audited by everyone.
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.
You may say, 'Well, dragons don't exist.' It's, like, yes they do - the category 'predator' and the category 'dragon' are the same category. It absolutely exists. It's a superordinate category. It exists absolutely more than anything else. In fact, it really exists.
I'm actually really good at Balderdash, and no one wants to play that game with me. Especially the movies category; I don't want to give away my secrets, but I am pretty good at that category.
All existing things are really one. We regard those that are beautiful and rare as valuable, and those that are ugly as foul and rotten The foul and rotten may come to be transformed into what is rare and valuable, and the rare and valuable into what is foul and rotten.
All existing things are really one. We regard those that are beautiful and rare as valuable, and those that are ugly as foul and rotten. The foul and rotten may come to be transformed into what is rare and valuable, and the rare and valuable into what is foul and rotten.
When we talk about adversity, this is the moment when character really gets tested. When things aren't going the way you want and you can't see anyway that they're going to go the way you want. That's kind of when those old virtues really become valuable and vulnerable also.
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.
Watching Jamila sometimes made me think the world was divided into three sorts of people: those who knew what they wanted to do; those (the unhappiest) who never knew what their purpose in life was; and those who found out later on. I was in the last category, I reckoned, which didn't stop me wishing I'd been born into the first.
There's a whole thing now in the entertainment industry that's like, 'You need to write for yourself. Those are the people that are really valuable.' And it's just like, 'I don't want to! I just want to act!'
You can divide our industry into two kinds of people: those who want to go work for a company to make it successful, and those who want to go work for a successful company.
Your solution for a customer has to be either amazingly valuable to someone who will pay an enormous amount of money for it or has to be valuable to an enormous number of people who pay a small amount. And also the person you're talking to-especially if you want to raise capital or raise support-has to personally say, "I want that. I like that. That sounds really great. I want that for myself."
I learnt earlier on that If you can run one company.You can really run any company.A company is all about finding the right people and inspiring those people,drawing out the best in people
Booksellers are tied to publishing - they need conventional publishing models to continue - but for those companies, that's not the case. Amazon is an infrastructure company; Apple sells hardware; Google is really an advertising company. You can't afford as a publisher to have those companies control your route to market.
Employees are your most valuable assets. They are the heart and guts of a company. This doesn't mean that from time to time, you aren't going to do what is good for the company.
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