A Quote by Sunil Nagaraj

Many early-stage entrepreneurs make one simple mistake: Describing this 'big picture' in vague concepts and words. — © Sunil Nagaraj
Many early-stage entrepreneurs make one simple mistake: Describing this 'big picture' in vague concepts and words.
Lots of entrepreneurs don't want to be hassled by a board of directors early on. The entrepreneurs want to control the company, don't want to be responsible to a board, or don't want to waste time communicating with board members. This is a classic error of thinking about the early stage board incorrectly.
After giving a student the basic mating patterns and strategies you must begin giving them advanced concepts. At first these ideas will not make sense, many players will have a vague idea of what you are talking about but nothing more. Even a fragmented understanding of these concepts will prove useful though, and eventually they will improve as these lessons are assimilated by repetition and example.
The mistake the world is making with the simple peoples is to try and hurry them into political concepts they don't understand and aren't prepared to cope with. I know. I am a peasant myself. ... I say, Spit on the big, fancy schemes. I want all the little things first. Then perhaps we can get on to the bigger things.
At the same time, new concepts and abstractions flow into the picture, taking up the task of describing the universe without reference to such time or space - abstractions for which our language lacks adequate terms.
I want[ed] to make a show of really big pictures, because you see male artists doing it all the time. It just seemed like such a big egotistical thing. I thought, 'I don't know that many women that really do that.... Damn it, I'm gonna do that-make this really big picture.'
I love words, and I love that there's so many words available to make a point and to create a picture.
It is all about finding the entrepreneurs who we believe in. Entrepreneurs who have the wherewithal, the enthusiasm, the passion, the expertise, and the network to take early-stage ideas down the path of success. And it's not always obvious, just because someone has years of experience, or fantastic people in their eco-system, or they have fantastic capital. It is the combination of all of those things, with the right attitude. And for us attitude is crucial.
Most entrepreneurs, when they become successful, they turn into idiots... It's the same thing with rockstars and entrepreneurs: big money and big egos.
I try not to dwell on big mistakes but to move on when I make a mistake. I make mistakes most of the times and that's part of the risk profile being an entrepreneur. I guess one big mistake I did was not to start my own company earlier. I spent nine years working for others before starting Kazaa in 2000.
Marrying early was a very big mistake. Everyone warned me but I felt I was in love and ignored their advice. I had to pay the price for my silly mistake when I had to compromise on my career.
To expound and propogate concepts is simple, to drop all concepts is difficult and rare
Melody and harmony are like lines and colors in pictures. A simple linear picture may be completely beautiful; the introduction of color may make it vague and insignificant. Yet color may, by combination with lines, create great pictures, so long as it does not smother and destroy their value.
To be part of the big picture, whether it's celebrity interviews or seeing how big the U.S. Open is in New York or on the world stage, is amazing.
Breaking down barriers is tough. Many companies make the mistake of dismissing diversity early on, only to realize later how foundational it is to their success or failure.
We have to develop the whole system of early stage investors and a tax system around it. For every Google that has come on the scene, there are hundred entrepreneurs who never did.
He's very alive in a scene. He's a very good actor to act with. Even though through most of the picture he's blind, there are many places early in the picture I got to be with him before he was blind. Like convincing him in the office to do the picture.
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