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Lecture 1 – How to Start a Startup [video]

startupclass.samaltman.com

181–190 of 191 posts

Re: Lecture 1 – How to Start a Startup [video]

#181

Disagree completely with the very first opinion expressed - 'Don't do a startup just to do one - do it only if you really want to solve a problem'. India has produced about 3 big ~billion dollar compaines in the recent past - inmobi, flipkart, druvaa. None of the founders really started to 'solve' a problem they were passionate about. What they were really passionate about was just 'starting up' - and based on their…

That could be more survivor bias. I think what he's saying is that if you're going to start something you better be in love with it because there will be bad times and you're going to need to lean on that passion to keep going. If you happen to get lucky and ride a rocketship then this requirement will be less applicable.

but since he came from a rocketship, I think he's pointing no matter what it's hard on you.

Re: Lecture 1 – How to Start a Startup [video]

#182

Earlier quoted context omitted.

Again, yes. You can choose not to believe that, but it's not in your best interest to do so. The market really is this good.

Anyone have a link that backs this up?

You might have to live in the heart of the housing bubble to get that salary. A colleague who was very gifted at JavaScript was offered a job at Google but he was coming out behind after the increased living expenses.

Re: Lecture 1 – How to Start a Startup [video]

#183
post #81

The recommended reading from the final slide: - The Hard Thing About Hard Things - Zero to One (CS 138A) - The Facebook Effect - The 15 Commitments of Conscious Leadership - The Tao of Leadership - Nonviolent Communication

I cannot find "The 15 Commitments of Conscious Leadership". Is it a book? I don't see it on Amazon. Is it an article? Does someone know the authors (I can't quite make it out on the image), or the link?

EDIT: http://consciousleadershipforum.com/wp-content/uploads/2011/... is the answer, I believe.

Re: Lecture 1 – How to Start a Startup [video]

#184
post #168

Earlier quoted context omitted.

Running a company is not about neither principles nor rules. To the extent it does it's doesn't require a thinking man.

Please elaborate.

Running a startup is not an intellectual exercise which is the context for that quote.

Running a startup is more like improvising in a jazz band. There is some theory behind it but if you think you stink.

Re: Lecture 1 – How to Start a Startup [video]

#185

One thing that bothered me about the lecture was reinforcement of the idea that working hard is the same as working long. I can appreciate the fact that at times as a founder you have to work all hours of the day, but surely this is not the optimum scenario for maximum productivity. If I look at my own work situation currently, it's abundantly apparent to me that the law of diminishing returns affects me strongly aft…

Let's say you have 10 employees and you decide to work 7 hours/day. All your employees decide well sounds good. Versus, let's say you work 10 hours day and on average your team work 9 hours day. 3 plus 20 = 23 hrs * 350 days = 8000 more hours that year. Your an investor which team do you pick?

I think some part of your comment is missing, as I can't follow the numbers.

The whole point of my comment is precisely about the fact that extra hours don't necessarily represent proportionately greater productivity. If investors only look at number of hours you work and not what you produce, then I'd be fearful for their cash.

The lecture conveyed the "all day, everyday" message and that goes against my intuition.

Re: Lecture 1 – How to Start a Startup [video]

#186
post #75

Just watched the lecture. The first part of the lecture was on the "Idea", and I want to give an alternative approach. First, do I believe that what Altman describes can work and is what he has seen has worked? Definitely yes. Second, is that all that can work? I don't think so. Third, do I suggest that the alternative approach I describe here will be common and/or always better than what Altman describes? No. Someti…

Your way of thinking is interesting, but in all of the examples you give, the execution was vastly more difficult than the idea. Furthermore, most of them weren't commercial products and couldn't have been done by a startup.

It appears that we are not considering the same issues, i.e., we are not communicating,

E.g., right up front in my post I said, as a summary, and overview, and a statement of my purpose in my post:

> I want to propose that it can be possible to have an idea, test it, essentially just on paper, and, if it passes the test, be quite sure the resulting product will be good and fairly sure the resulting company will be successful.

To me, this statement of mine about the idea is very different from what Altman said and very different for the plan and the resulting execution and business. Here I will avoid taking enough words to quote enough from Altman's lecture to show these differences; I assume we agree that, on the idea Altman and I are saying very different things.

For your

> in all of the examples you give, the execution was vastly more difficult than the idea.

Sure, but if you are concerned about this then you are not really responding to what I wrote.

All the examples (A)-(O) do illustrate what I said about the idea.

For execution I said that with a good idea, execution should be routine and low risk. Projects (A)-(O) also illustrate this point -- routine and low risk -- about execution. So, with a sufficiently good idea, execution can be routine and low risk. Here, too, what I am saying is different from what Altman said.

You are also concerned about the amount of effort in the execution. Right. And, right, mostly the projects (A)-(O) do not illustrate low effort. Okay. But we can't use those projects to conclude that there are no projects, start ups, that follow what I said about ideas and that have have low execution effort.

So, for effort in execution, can we also have projects that have low execution effort and, thus, are suitable for start ups? Well, except maybe for the project (L) RSA I listed, the projects in (A)-(O) do not illustrate low effort.

But I do believe that, as we select projects, we can also have some that follow what I described and also have low execution effort. How? Broadly, just do what is the focus of Hacker News -- Information technology that exploits Moore's law and current infrastructure software.

E.g., in

The Happy Demise of the 10X Engineer By Sam Gerstenzang at

http://a16z.com/2014/07/30/the-happy-demise-of-the-10x-engin...

is a discussion of the question:

"How long before we have a billion-dollar acquisition offer for a one-engineer startup?"

So, this is from A16Z: They are guessing that the issue you raised about "effort", we should be able to have a "billion-dollar ... one-engineer startup".

So, A16Z and I agree that now, in information technology start ups, low effort in execution is reasonable to expect.

The A16Z arguments add to mine and do not conflict. I would suggest that my arguments help show the way to the A16Z information technology "billion-dollar ... one-engineer startup" with low risk and low effort.

Why don't we have a lot of examples of projects that followed my arguments, and were "billion-dollar start ups" with low effort? Sure: What I am saying is. so far in practice, mostly new for information technology start ups -- instead of what I described people have followed what Altman described in his lecture. I'm saying that there is a better way, heavily in the planning.

That what I am saying seems new for information technology start up can seem good news unless find the thinking wrong.

Nutshell View: I'm claiming that we can do good planning and with a good plan execution can be routine and the intended success low risk. A key to a reliable path from plan to success is some math for the core of the product. Another key is a problem where the first good or a much better solution is a "must have". My project examples (A)-(O) illustrated that such planning, the role of math, routine execution with low risk, and "must have" solutions are possible. Yes, nearly all the project examples (A)-(O) had high effort. For effort, there's evidence, e.g., from A16Z, that now, due to Moore's law, etc., that for some information technology start ups we might get all of these project attributes along with low effort.

Here what I'm saying is very different from what Altman said and maybe good news.

Re: Lecture 1 – How to Start a Startup [video]

#187
post #166

Earlier quoted context omitted.

FWIW, this was the same content he gave us at Hack The North when he was visiting less than 24 hours ago. It makes sense to copy it down and repeat it rather than try to memorize all of it.

I'm not sure this is about memorization. Teachers give the same content over and over again and do not memorize (in the sense of repeating it until it's memorized). Great presenters do not memorize their speeches. They practice it until it's natural. I agree that content is king, but the one reason why we attend to classes, events and speeches is to see a great delivery of the content being presented. If not, better…

True, they I'd have to agree it was something else then that made him choose to read from notes. We still shouldn't judge after just one lecture though.

Let's see how today's goes..

Re: Lecture 1 – How to Start a Startup [video]

#188
I'm interested in Thiel's upcoming lecture. It seems like there has been a hard shift from "move fast/lean/mvp/pivot" to "make a monopoly". Economically speaking, it is accurate. Hopefully it will motivate people to go after problems previously taboo, ie healthcare, education, finance etc, and less about messaging and photo apps. Our world may depend on it.

Re: Lecture 1 – How to Start a Startup [video]

#189
post #139

Earlier quoted context omitted.

The surprising thing was that Sam's advice about working on a big mission and something "important" seems directly contradicting what pg has been writing for years. Just as trying to think up startup ideas tends to produce bad ones, working on things that could be dismissed as "toys" often produces good ones. When something is described as a toy, that means it has everything an idea needs except being important. It's…

I'm not sure the two view points really contradict. While early microcomputers, BackRub and early Facebook may have seemed like toys I sure some of those folks were aware they could become "important." I think Gates and the Apple guys were aware microcomputers would become widespread and the Google guys were aware better search could be a big deal. I think from interviews Zuckerberg was a bit surprised by how theFace…

I believe that in the early days Mark Zuckerberg wanted to build some kind of Dropbox, and that Facebook was some kind of interim thing. It was exposed in a chat that came out with litigation with Winklevoss brothers. He ended up sticking with building Facebook.

Re: Lecture 1 – How to Start a Startup [video]

#190
post #168

Earlier quoted context omitted.

Please elaborate.

Running a startup is not an intellectual exercise which is the context for that quote. Running a startup is more like improvising in a jazz band. There is some theory behind it but if you think you stink.

...talent and genius operate outside the rules, and theory conflicts with practice - Carl von Clausewitz

I would argue that he agrees. However...

The general who wins the battle makes many calculations in his temple before the battle is fought. The general who loses makes but few calculations beforehand. - Sun Tzu

Both intellectualism and the ability to improvise are necessary. Arguably, if you have to adapt then a calculation has failed. Hearing the sound of thunder is not the mark of a keen ear, neither is entering battle and winning the mark of a great general.

There is no point reinventing the wheel. Many have come before and it seems wise to assimilate their experience with a critical mind.

Instinct ultimately rises from your existing body of knowledge. And even in jazz it emerges from a bass line.

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