A Quote by Sam Altman
As the company grows and about this 25 or so employee size, your main job shifts from building a great product to building a great company.
Related Quotes
We're building a great company, and we're very excited about the future of the company.
I have my own theory about why decline happens at companies like IBM or Microsoft. The company does a great job, innovates and becomes a monopoly or close to it in some field, and then the quality of the product becomes less important. The company starts valuing the great salesmen, because they’re the ones who can move the needle on revenues, not the product engineers and designers. So the salespeople end up running the company.
Building a product is easy. But building the company that builds the product is hard.
The balance of power is shifting toward consumers and away from companies The right way to respond to this if you are a company is to put the vast majority of your energy, attention and dollars into building a great product or service and put a smaller amount into shouting about it, marketing it.
The best brands never start out with the intent of building a great brand. They focus on building a great – and profitable – product or service and an organization that can sustain it.
Entrepreneurship is not really building a product, it's not having an idea, it's not being in the right place at the right time. It's fundamentally company building.
One of the great things about building a tech company is the amazing people that you can hire.
I love Hunch, the awesome team, my brilliant cofounders - we're doing great work and building a great company.
It occurred to me that building a company was the best way to align a group of people towards building something great. And its really... it's a good organizational structure where you can really reward people. If they're building something that's good, you can you work with partners and reward them if the product that you're developing work well. It's a good way to get the best people involved to build something very good.
Over the last ten years, technological advances have dramatically lowered the financial bar for starting a new company, but the courage bar for building a great company remains as high as it has ever been.
When you're in a start-up, the first ten people will determine whether the company succeeds or not. Each is 10 percent of the company. So why wouldn't you take as much time as necessary to find all the A players? If three were not so great, why would you want a company where 30 percent of your people are not so great? A small company depends on great people much more than a big company does.
I've had a terrific life, from building one company to be the second largest company in the securities industry and merging that into American Express, and becoming president of that company.
You simply can't be tentative in a startup. You have to go for it at every chance you get. And if the leader of the organization is anxious, his or her fear pervades the organization. Everything comes from the top in a company. So if you are starting a company or building one, face your fears and move past them. It's critically important to your company.
I myself am a builder and get totally excited about building Yahoo! as a brand and building it into a bigger and better company. That's what I intend to do.
The largest expense in our philanthropy is capital expenditure because we are building these institutions. This institution-building idea stems from my father because he has the experience of building a company from scratch.
I think the UFC's done a great job of building the brand, building the UFC, building MMA.
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