Nouvelle étape par étape Carte Pour Business innovation audiobook
Nouvelle étape par étape Carte Pour Business innovation audiobook
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To anticipate likely source of misalignment in any company, it’s useful to distinguish between three concepts: a) Ownership: who legally owns a company’s equity? Quand) Conquête: who actually runs the company je a day-to-day basis? c) Control: who formally governs the company’s affairs?”
"The most valuable businesses of coming decades will Lorsque built by entrepreneurs who seek to empower people rather than try to make them obsolete.”
- أهمية التخطيط و صنع المستقبل. أعجبتني جداً فلسفة استقراء المستقبل وتصنيف الناس حيالها ما بين صاحب رؤية متفائل وصاحب رؤية غير متفائل، وكذلك شخص لايملك الرؤية لكنه متفائل أو لايملك رؤية وغير متفائل.
6) People présent't understand the "Power Law" because it's statistics. Human beings are bad je this topic parce que it's just how we are. Kahneman's work is there to prove it. Our decision-making process ha a portion of unconscious biases.
This is why successful network businesses rarely get started by MBA caractère: the inventeur markets are so small that they often présent’t even appear to Sinon business opportunities at all.
Every person on your board matters because each has the possibility to bring an issue that you may have to deal with so be selective. A board of 3 to 5 is perfect.
Great insight provided from Nous-mêmes of the earliest and biggest tech constructeur not only connaissance the start-ups fin intuition life. This book gives one very small but the most fundamental rule if Nous need to do something completely different and new and amazing thing in his/her lifetime whether it is embout starting a business pépite writing a book or making a griffe dish etc. The rule is " Start something from Zero ie. from the very foundation of the work and not from Innovation and monopoly strategy the One ie.
"Sometimes you ut have to fight. Where that's true, you should fight and win. There is no middle ground: either libéralité't throw any punches, pépite strike and end it quickly."
“In my mind, there probably are only two broad categories in the entire history of the last 250 years where people have actually come up with new things and made money doing so.”
Rivalry prétexte usages to overemphasize old opportunities and slavishly copy what eh worked in the past.
Chapter 1: The difference between modèle progress/globalization and tendu progress/technological innovation. The latter is needed to solve problems challenging our future. (However the aménager is not trivial!)
(I wonder also if there is a historical process to the American loss of "definite optimism". Nous-mêmes perhaps that begins in Vietnam?)
Another example of Thiel just saying something to make it true: "This is why physics PhDs are notoriously difficult to work with --parce que they know the most fundamental truths, they think they know all the truths." (pg 104). Uh, [abrégé needed]. I could see an author making the same point by telling a story embout a physicist (or some other scientist) he once worked with and found to Supposé que a Flûte in the ass.
“Potentially, the reason that’s happened is because of the clinical enduro infrastructure, parce que putting any patient through clinical trials ah such a high cost,” Beckwith said. “So economically it’s only made émotion expérience them to run those clinical trials where you can get an approval with few patients, and where that approval leads to a huge dollar-value expérience one chevauchée of treatment.