Scaling Your Business Quotes

The trick of enjoying New York is not to be so busy grinding your way to the center of the earth that you fail to notice the sparkle of the place, a scale and a kind of wonder that puts all human endeavors in their proper place.

A year of intense exercise and watching what you eat will likely change the trajectory of your life physically. You will melt away fat, tone up muscle, feel better, and change your habits, likely for life. But only ten days of that exercise program won’t move the needle on the scale. To create big-time success you have to stay focused and stay intense over an extended period of time.

What you want is a business that is positioned to scale to the point where you are managing people and constantly improving internal systems – not working to serve customers.

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You keep pressing me,” he said, “to say that the attacks start with this symptom or that symptom, this phenomenon or that phenomenon, but this is not the way I experience them. It doesn’t start with one symptom, it starts as a whole. You feel the whole thing, quite tiny at first, right from the start.… It’s like glimpsing a point, a familiar point, on the horizon, and gradually getting nearer, seeing it get larger and larger; or glimpsing your destination from far off, in a plane, having it get clearer and clearer as you descend through the clouds.” “The migraine looms,” he added, “but it’s just a change of scale—everything is already there from the start.” This business of “looming,” of huge changes of

A life coach? What does that mean? It doesn’t mean anything, does it? So they ‘coach’ people on how to live their lives? Why don’t they mind their own fucking business? They only call themselves life coaches because they can’t get a job. Because they’re unemployable. And they haven’t got any qualifications either. Do you think they went to Uni to study life coaching? Of course they didn’t. And who do they coach anyway? Do people go to them and ask to be coached on their lives? I hardly think so. They’d see a psychiatrist or a psychologist or someone with a bit of clout, wouldn’t they? They don’t coach anybody at all, do they? They’ve made it all up. So, there you have it. At the bottom end of the otherworldly, metaphysical scale, even less developed spiritually than Orphans or Horace, are Life Coaches.

Finally, when young people who “want to help mankind” come to me asking, “What should I do? I want to reduce poverty, save the world,” and similar noble aspirations at the macro-level, my suggestion is: 1) Never engage in virtue signaling; 2) Never engage in rent-seeking; 3) You must start a business. Put yourself on the line, start a business. Yes, take risk, and if you get rich (which is optional), spend your money generously on others. We need people to take (bounded) risks. The entire idea is to move the descendants of Homo sapiens away from the macro, away from abstract universal aims, away from the kind of social engineering that brings tail risks to society. Doing business will always help (because it brings about economic activity without large-scale risky changes in the economy); institutions (like the aid industry) may help, but they are equally likely to harm (I am being optimistic; I am certain that except for a few most do end up harming). Courage (risk taking) is the highest virtue. We need entrepreneurs.

Take all those things that would propose to be important, and weigh them upon the scale of your soul. Asking how much each thing actually impacts, not just the moment, but the years ahead. Discard all that is trivial masquerading as significant, and reserve your days for those things that truly matter.

Although strong conviction is essential to building your vision, until you have data, you shouldn’t go too far in any one direction. The sooner you realize that, the better chance you will have of identifying your real W3 quickly—at least in its first iteration—so that you can get to scaling your business.

You’ve probably heard about “first mover advantage”: if you’re the first entrant into a market, you can capture significant market share while competitors scramble to get started. But moving first is a tactic, not a goal. What really matters is generating cash flows in the future, so being the first mover doesn’t do you any good if someone else comes along and unseats you. It’s much better to be the last mover—that is, to make the last great development in a specific market and enjoy years or even decades of monopoly profits. The way to do that is to dominate a small niche and scale up from there, toward your ambitious long-term vision. In this one particular at least, business is like chess. Grandmaster José Raúl Capablanca put it well: to succeed, “you must study the endgame before everything else.

As an entrepreneur, the story you start with is probably wrong. But until you start testing your underlying hypotheses, you don’t know how you’re wrong.

As the cat said to Alice, ‘if you don’t know where you are going – all roads will take you there.

You cannot scale your business if that means that you do most (or even some) of the work.

If you don’t give your team permission to fail, you’re not giving them permission to innovate.

The key to human-centric digital transformation is knowing your business purpose so you can fulfill it more meaningfully at scale.

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In addition to operationalizing your culture, building a solid leadership team, and landing a sound strategic plan, you’ve also got to identify and implement processes you can rely on. Up to a point, personal heroics, like working late and working on the weekends, are enough to get stuff done. But eventually that breaks down. There literally aren’t enough hours in the day to keep up. To scale your business, you need processes that generate repeatable results and don’t require you to hire more and more people to manage them.

The lesson here is that you cannot hate marketing if you’re in business! It’s 100% a mentality issue. You may have the best product in a specific niche, but you can’t be successful until you accept that your business is marketing and the product is just the thing you sell.

When you feel the need to escape your problems, to escape from this world, don't make the mistake of resorting to suicide Don't do it! You will hear the empty advice of many scholars in the matter of life and death, who will tell you, "just do it" there is nothing after this, you will only extinguish the light that surrounds you and become part of nothingness itself, so when you hear these words remember this brief review of suicide: When you leave this body after committing one of the worst acts of cowardice that a human being can carry out, you turn off the light, the sound and the sense of reality, you become nothing waiting for the programmers of this game to pick you up from the darkness, subtly erase your memories and enable your return and I emphasize the word subtle because sometimes the intelligence behind this maneuver or automated mechanism is wrong and send human beings wrongly reset to such an extent, that when they fall to earth and are born again, they begin to experience memories of previous lives, in many cases they perceive themselves of the opposite sex, and science attributes this unexplainable phenomenon to genetic and hormonal factors, but you and I know better! And we quickly identified this trigger as a glitch in the Matrix. Then we said! That a higher intelligence or more advanced civilization throws you back into this game for the purpose of experimenting, growing and developing as an advanced consciousness and due to your toxic and destructive behavior you come back again but in another body and another life, but you are still you, then you will carry with you that mark of suicide and cowardice, until you learn not to leave this experience without having learned the lesson of life, without having experienced and surprised by death naturally or by design of destiny. About this first experience you will find very little material associated with this event on the internet, it seems that the public is more reserved, because they perceive themselves and call themselves "awakened" And that is because the system has total control over the algorithm of fame and fortune even over life and death. Now, according to religion and childish fears, which are part of the system's business to keep you asleep, eyes glued to the cellular device all day, it says the following: If you commit this act of sin, you turn off light, sound and sense of reality, and from that moment you begin to experience pain, fear and suffering on alarming scales, and that means they will come for you, a couple of demons and take you to the center of the earth where the weeping and gnashing of teeth is forever, and in that hell tormented by demons you will spend eternity. About this last experience we will find hundreds of millions of people who claim to have escaped from there! And let me tell you that all were captivated by the same deity, one of dubious origin, that feeds on prayers and energetic events, because it is not of our nature, because it knows very well that we are beings of energy, then this deity or empire of darkness receives from the system its food and the system receives from them power, to rule, to administer, to control, to control, to kill, to exclude, to inhibit, to classify, to imprison, to silence, to infect, to contaminate, to depersonalize. So now that you know the two sides of the same coin, which one will your intelligence lean towards! You decide... Heads or tails? From the book Avatars, the system's masterpiece.

The Social Security system is a $75 trillion problem. Again, just to give you a sense of scale: Let’s say you started a business the day Jesus Christ was born. Let’s say you weren’t exactly a good businessman, and your business lost a million dollars every day—right through yesterday. How much longer would it take before your losses added up to $1 trillion? About 718 more years should do it, give or take a few months. And that’s just one trillion. Multiply that by seventy-five, and you have the size of the Social Security problem. That’s the amount it would take to fully fund Social Security for all current workers and retirees. To realize the magnitude of the problem we’re facing, consider the fact that the total of all wealth in America is about $60 trillion. We could confiscate every item of value from every American household, including cash and investments, and apply the value to the problem—and still not have enough money to fund Social Security fully.

Since tech became a consumer phenomenon, thousands of nontech people have come up with great ideas that use technology. But if their startups outsource their engineering, they almost always fail. Why? It turns out that it’s easy to build an app or a website that meets the specification of some initial idea, but far more difficult to build something that will scale, evolve, handle edge cases gracefully, etc. A great engineer will only invest the time and effort to do all those things, to build a product that will grow with the company, if she has ownership in the company—literally as well as figuratively. Bob Noyce understood that, created the culture to support it, and changed the world.

We don’t talk about what keeps us eating until we’re sick, busy beyond human scale, desperate to numb and take the edge off, and full of so much anxiety and self-doubt that we can’t act on what we know is best for us. We don’t talk about the hustle for worthiness that’s become such a part of our lives that we don’t even realize that we’re dancing.

Narrow down who your ideal customer is. Narrow until you can narrow no more. Define exactly what pain point you are solving for them, and how much they will pay you to solve it. Set a hard deadline and focus fully on building a solution, then charge for it. Repeat the process until you’ve found a product that works, then scale a business around it.

I'm wondering how many times he can possibly use the word alliance in one sentence when Tiny Cooper cuts Mr. Fortson off by saying, "Hey, wait, Jane, you're straight?" And she nods without realign looking up and then mumbles, "I mean, I think so, anyway." "You should date Grayson," Tiny says. "He thinks you're super cute." If i were stand on a scale fully dressed, sopping wet, holding ten-pound dumbbells in each hand and balancing a stack of hardcover books on my head, I'd weigh about 180 pounds, which is approximately equal to the weight of Tiny Cooper's left tricep. But in this moment, I could beat the holy living shit out of Tiny Cooper. And I would, I swear to God, except I'm too busy trying to disappear.

Delegate judiciously: This is another incredibly important lesson for leading. A finance billionaire once told me that to scale a business you have to know how to delegate: “A great employee will do something 80 percent the same way you would do it. The last 20 percent is their personal take on the deliverable. There’s a 50 percent chance that your way would be the right way and a 50 percent chance that their way is better. They’re not going to do it 100 percent the same way you would, but you have to hope that you hire people who will do things better than you would, who will try things that are smartly conceived. You have to get comfortable with people doing things 80 percent the way you would have done them in order to scale a business.” The ability to delegate smartly is critical.

Books. Sure. But mostly I build interest. Attention. Allure. A book is just packaging, just a container. This is what I’ve realized. The mistake people in the book business make is they think their job is to build good containers. Saying you’re in the book business is like a winemaker saying he’s in the bottle business. What we’re actually building is interest. A book is simply one shape that interest can take when we scale and leverage it.

1. Your Business Is Not Unique 2. You Are in the Business of Marketing 3. Be Brand Centric, Not Product Centric 4. You Must Control the Order Process 5. Don’t Compete on Price 6. Don’t Be Walmart. Niche down. 7. There’s No Such Thing as Free Traffic 8. Business Costs Money 9. If You Aren’t Mobile, You’re Out 10. The One Who Can Spend the Most to Acquire a Customer Wins 11. Sell in Multiple Channels 12. There Are Only Three Ways to Grow a Business

Such threats and promises often succeed in creating stable human hierarchies and mass-cooperation networks, as long as people believe that they reflect the inevitable laws of nature or the divine commands of God, rather than just human whims. All large-scale human cooperation is ultimately based on our belief in imagined orders. These are sets of rules that, despite existing only in our imagination, we believe to be as real and inviolable as gravity. ‘If you sacrifice ten bulls to the sky god, the rain will come; if you honour your parents, you will go to heaven; and if you don’t believe what I am telling you – you’ll go to hell.’ As long as all Sapiens living in a particular locality believe in the same stories, they all follow the same rules, making it easy to predict the behaviour of strangers and to organise mass-cooperation networks. Sapiens often use visual marks such as a turban, a beard or a business suit to signal ‘you can trust me, I believe in the same story as you’. Our chimpanzee cousins cannot invent and spread such stories, which is why they cannot cooperate in large numbers.

Hello, Gwyn,' he said warmly. 'Good to see you again.' Gwyn blushed, shaking herself out of her stupor and bowed low. 'My lord.' Nesta rolled her eyes, and found Rhys watching her. That casual smile sharpened as he met her stare. 'Nesta.' 'Rhysand.' The other two women were glancing between them, the bouncing of their stares almost comical. Cassian just strode to Nesta's side and slung an arm around her shoulders before drawling to Rhys, 'These ladies are going to hand your ass to you in combat soon enough.' Nesta made to step out from under the heavy, sweaty weight of his arm, but Cassian clamped a too-friendly hand on her shoulder, his grin unfaltering. Rhys's gaze slid between them, little warmth to be found in his eyes. But plenty of wariness. Little princeling didn't like her with his friend. Nesta leaned into Cassian. Not much, but enough for a trained warrior like Rhysand to note. A dark, silken hand brushed inside her mind. A request. She debated ignoring it, but found herself opening a small door through the steel, spiked barrier she kept around herself day and night. The door was essentially a peephole, and she allowed what she supposed was the equivalent of her mental face to peer through it to the dark, sparkling plane beyond. What? You are to treat Gwyn with kindness and respect. The thing that stood beyond the fortress of her mind was a creature of claws, scales and teeth. It was veiled from sight beneath writhing shadows and the occasional passing star glinting in the darkness, but every now and then, a glimpse of a wing or talon shone. Mind your own business. Nesta slammed the small viewing hole shut. She blinked, slowly registering Emerie asking Cassian about tomorrow morning's lesson, and what she'd miss today by leaving an hour early. Rhysand's eyes glimmered. Cassian's arm remained around Nesta, and his thumb moved over her shoulder in an idle, reassuring caress. Whether he knew of or sensed her silent conversation with his High Lord, he didn't let on.

Prince Arctic?” A silvery white dragon poked her head around the door, tapping three times lightly on the ice wall. Arctic couldn’t remember her name, which was the kind of faux pas his mother was always yelling at him about. He was a prince; it was his duty to have all the noble dragons memorized along with their ranks so he could treat them according to exactly where they fit in the hierarchy. It was stupid and frustrating and if his mother yelled at him about it one more time, he would seriously enchant something to freeze her mouth shut forever. Oooo. What a beautiful image. Queen Diamond with a chain of silver circles wound around her snout and frozen to her scales. He closed his eyes and imagined the blissful quiet. The dragon at his door shifted slightly, her claws making little scraping sounds to remind him she was there. What was she waiting for? Permission to give him a message? Or was she waiting for him to say her name — and if he didn’t, would she go scurrying back to the queen to report that he had failed again? Perhaps he should enchant a talisman to whisper in his ear whenever he needed to know something. Another tempting idea, but strictly against the rules of IceWing animus magic. Animus dragons are so rare; appreciate your gift and respect the limits the tribe has set. Never use your power frivolously. Never use it for yourself. This power is extremely dangerous. The tribe’s rules are there to protect you. Only the IceWings have figured out how to use animus magic safely. Save it all for your gifting ceremony. Use it only once in your life, to create a glorious gift to benefit the whole tribe, and then never again; that is the only way to be safe. Arctic shifted his shoulders, feeling stuck inside his scales. Rules, rules, and more rules: that was the IceWing way of life. Every direction he turned, every thought he had, was restricted by rules and limits and judgmental faces, particularly his mother’s. The rules about animus magic were just one more way to keep him trapped under her claws. “What is it?” he barked at the strange dragon. Annoyed face, try that. As if he were very busy and she’d interrupted him and that was why he was skipping the usual politic rituals. He was very busy, actually. The gifting ceremony was only three weeks away. It was bad enough that his mother had dragged him here, to their southernmost palace, near the ocean and the border with the Kingdom of Sand. She’d promised to leave him alone to work while she conducted whatever vital royal business required her presence. Everyone should know better than to disturb him right now. The messenger looked disappointed. Maybe he really was supposed to know who she was. “Your mother sent me to tell you that the NightWing delegation has arrived.” Aaarrrrgh. Not another boring diplomatic meeting.

Adelia began to get cross. Why was it women who were to blame for everything—everything, from the Fall of Man to these blasted hedges? “We are not in a labyrinth, my lord,” she said clearly. “Where are we, then?” “It’s a maze.” “Same difference.” Puffing at the horse: “Get back, you great cow.” “No, it isn’t. A labyrinth has only one path and you merely have to follow it. It’s a symbol of life or, rather, of life and death. Labyrinths twist and turn, but they have a beginning and an end, through darkness into light.” Softening, and hoping that he would, too, she added, “Like Ariadne’s. Rather beautiful, really.” “I don’t want mythology, mistress, beautiful or not, I want to get to that sodding tower. What’s a maze when it’s at home?” “It’s a trick. A trick to confuse. To amaze.” “And I suppose Mistress Clever-boots knows how to get us out?” “I do, actually.” God’s rib, he was sneering at her, sneering. She’d a mind to stay where she was and let him sweat. “Then in the name of Christ, do it.” “Stop bellowing at me,” she yelled at him. “You’re bellowing.” She saw his teeth grit in the pretense of a placatory smile; he always had good teeth. Still did. Between them, he said, “The Bishop of Saint Albans presents his compliments to Mistress Adelia and please to escort him out of this hag’s hole, for the love of God. How will you do it?” “My business.” Be damned if she’d tell him. Women were defenseless enough without revealing their secrets. “I’ll have to take the lead.” She stumped along in front, holding Walt’s mount’s reins in her right hand. In the other was her riding crop, which she trailed with apparent casualness so that it brushed against the hedge on her left. As she went, she chuntered to herself. Lord, how disregarded I am in this damned country. How disregarded all women are. ... Ironically, the lower down the social scale women were, the greater freedom they had; the wives of laborers and craftsmen could work alongside their men—even, sometimes, when they were widowed, take over their husband’s trade. Adelia trudged on. Hag’s hole. Grendel’s mother’s entrails. Why was this dreadful place feminine to the men lost in it? Because it was tunneled? Womb-like? Is this woman’s magic? The great womb? Is that why the Church hates me, hates all women? Because we are the source of all true power? Of life? She supposed that by leading them out of it, she was only confirming that a woman knew its secrets and they did not. Great God, she thought, it isn't a question of hatred. It’s fear. They are frightened of us. And Adelia laughed quietly, sending a suggestion of sound reverberating backward along the tunnel, as if a small pebble was skipping on water, making each man start when it passed him. “What in hell was that?” Walt called back stolidly, “Reckon someone’s laughing at us, master.” “Dear God.

asked him to imagine the following: If I selected an employee of the company at random, from any level or function or region, and that employee had an absolutely brilliant idea that would unlock a dramatic new source of growth for the company, how would he or she get it implemented? Does the company have an automatic process for testing a new idea, to see if it is actually any good? And does the company have the management tools necessary to scale this idea up to maximum impact, even if it doesn’t align with any of the company’s current lines of business? That’s what a modern company does: harnesses the creativity and talent of every single one of its employees. Jeff answered me directly: “That’s what your next book should be about.

What Ethereum Is Good For Ethereum is suited to building economic systems in pure software. In other words, it’s software for business logic, wherein people (users) can move money (data representing value) around with the speed and scale that we normally get with data.12 Not the three- to seven-day floating period you get with the commercial banking system. Or the fees associated with vendors such as Visa, MasterCard, and PayPal. With a simple Ethereum application, for example, it is fairly trivial to pay hundreds of thousands of people, in hundreds of countries, small amounts every few minutes, whereas in the legacy banking system you would need an entire payroll department working overtime to constantly rebalance your account ledgers and deal with the cross-border issues.

Soon after World War II, a tired-looking woman entered a store and asked the owner for enough food to make a Christmas dinner for her children. When he inquired how much she could afford, she answered, “My husband was killed in the war. Truthfully, I have nothing to offer but a little prayer.” The man was not very sentimental, for a grocery store cannot be run like a breadline. So he said, “Write your prayer on a paper.” To his surprise she plucked a little folded note out of her pocket and handed it to him, saying, “I already did that.” As the grocer took the paper, an idea struck him. Without even reading the prayer, he put it on the weight side of his old-fashioned scales, saying, “We shall see how much food this is worth.” To his surprise, the scale would not go down when he put a loaf of bread on the other side. To his even greater astonishment, it would not balance when he added many more items. Finally he blurted out, “Well, that’s all the scales will hold anyway. Here’s a bag. You’ll have to put them in yourself. I’m busy.” With a tearful “thank you,” the lady went happily on her way. The grocer later found that the mechanism of the scales was out of order, but as the years passed, he often wondered if that really was the answer to what had occurred. Why did the woman have the prayer already written to satisfy his unpremeditated demands? Why did she come at exactly the time the mechanism was broken? Frequently he looked at that slip of paper upon which the woman’s prayer was written, for amazingly enough, it read, “Please, dear Lord, give us this day our daily bread!” —Henry Bosch

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purposes,’ he insisted. In Suhrawardy’s view, the Muslim League government was not making non-Muslims, especially Hindus, feel safe within Pakistan and questioned the government’s claims to the contrary. ‘Why are the Hindus running away from Sindh [if] they were safe and sound, where they had established business on colossal scales and which they made their homes?’ he asked, pointing to the deep cultural ties of Sindhi Hindus to Sindh. According to Suhrawardy, the rhetoric of an Islamic state was responsible for causing insecurity among non-Muslims. ‘The Pakistan State, if it is to be maintained, must be maintained by the goodwill of Pakistanis of all people, Muslims or non-Muslims whom you consider to be your nationals,’ he stressed. The minorities could not depend ‘merely on the goodwill of the Muslims or on their authority or their strength’.48

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Hey, did you hear about Brad Miller?" he asked, already forgetting about the Lissie conversation. "He got his car taken away for getting another speeding ticket. Of course he tried to tell his parents that it was a setup." Violet laughed. "Yeah, because the police have nothing better to do than to plan a sting operation targeting eleventh-grade idiots." She was more than willing to go along with this diversion from conversations about Jay and his many admirers. Jay laughed too, shaking his head. "You're so cold-hearted," he said to Violet, shoving her a little but playing along. "How's he supposed to go cruising for unsuspecting freshman and sophomores without a car? What willing girl is going to ride on the handlebars of his ten-speed?" "I don't see you driving anything but your mom's car yet. At least he has a bike," she said, turning on him now. He pushed her again. "Hey!" he tried to defend himself. "I'm still saving! Not all of us are born with a silver spoon in our mouths." They were both laughing, hard now. The silver spoon joke had been used before, whenever one of them had something the other one didn't. "Right!" Violet protested. "Have you seen my car?" This time she shoved him, and a full-scale war broke out on the couch. "Poor little rich girl!" Jay accused, grabbing her arm and pulling her down. She giggled and tried to give him the dreaded "dead leg" by hitting him with her knuckle in the thigh. But he was too strong, and what used to be a fairly even matchup was now more like an annihilation of Violet's side. "Oh, yeah. Weren't you the one"-she gasped, still giggling and thrashing to break free from his suddenly way-too-strong grip on her, just as his hand was almost at the sensitive spot along the side of her rib cage-"who got to go to Hawaii..." She bucked beneath him, trying to knock him off her. "...For spring break...last..." And then he started to tickle her while she was pinned beneath him, and her last word came out in a scream: "...YEAR?!" That was how her aunt and uncle found them. Violet never heard the key in the dead bolt, or the sound of the door opening up. And Jay was just as ignorant of their arrival as she was. So when they were caught like that, in a mass of tangled limbs, with Jay's face just inches from hers, as she giggled and squirmed against him, it should have meant they were going to get in trouble. And if it had been any other teenage boy and girl, they would have. But it wasn't another couple. It was Violet and Jay...and this was business as usual for the two of them. Even her aunt and uncle knew that there was no possibility they were doing anything they shouldn't. The only reprimand they got was her aunt shushing them to keep it down before they woke the kids. After Jay left, Violet took the thirty dollars that her uncle gave her and headed out. As she drove home, she tried to ignore the feelings of frustration she had about the way her aunt and uncle had reacted-or rather hadn't reaction-to finding her and Jay together on the couch. For some reason it made her feel worse to know that even the grown-ups around them didn't think there was a chance they could ever be a real couple.

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a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.

What’s the best thing you’ve done in your work and career? In business decision-making, certainly one of your highlights was licensing your computer operating system to IBM for almost no money, provided you could retain the right to license the system to other computer manufacturers as well. IBM was happy to agree because, after all, nobody would possibly want to compete with the most powerful company in the world, right? With that one decision, your system and your company became dominant throughout the world, and you, Bill Gates, were on your way to a net worth of more than $60 billion. Or maybe you’d like to look at your greatest career achievement from a different angle. Instead of focusing on the decision that helped you make so much money, maybe you’d like to look at the decision to give so much of it away. After all, no other person in history has become a philanthropist on the scale of Bill Gates. Nations in Africa and Asia are receiving billions of dollars in medical and educational support. This may not be as well publicized as your big house on Lake Washington with its digitalized works of art, but it’s certainly something to be proud of. Determining your greatest career achievement is a personal decision. It can be something obvious or something subtle. But it should make you proud of yourself when you think of it. So take a moment, then make your choice.

I dreamt of a City to the West of here,” Dixon tries to recall, scrying in his Coffee-Mug, the wind blowing Wood-smoke in his eyes, “at some great Confluence of Rivers, or upon a Harbor in some inland Sea,— a large City,— busy, prospering, sacred.” “A Sylvan Philadelphia. . . .” “Well . . . well yes, now tha put it thah’ way,— ” “I hope you are prepar’d for the possibility, that waking Philadelphia is as sacred as anything over here will ever get, Dixon,— observe you not, as we move West, more and more of those Forces, which Cities upon Coasts have learn’d to push away, and leave to Back Inhabitants,— the Lightning, the Winter, an Indifference to Pain, not to mention Fire, Blood, and so forth, all measur’d upon a Scale far from Philadelphian,— whereunto we, and our Royal Commission, and our battery of costly Instruments, are but Fleas in the Flea Circus. We trespass, each day ever more deeply, into a world of less restraint in ev’rything,— no law, no convergence upon any idea of how life is to be,— an Interior that grows meanwhile ever more forested, more savage and perilous, until,— perhaps at the very Longitude of your ‘City,’— we must reach at last an Anti-City,— some concentration of Fate,— some final condition of Abandonment,— wherein all are unredeemably alone and at Hazard as deep as their souls may bear,— lost Creatures that make the very Seneca seem Christian and merciful.

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But being short something where your loss is unlimited is quite different than being long something that you’ve already paid for. And it’s tempting. You see way more stocks that are dramatically overvalued in your career than you will see stocks that are dramatically undervalued. I mean there — it’s the nature of securities markets to occasionally promote various things to the sky, so that securities will frequently sell for 5 or 10 times what they’re worth, and they will very, very seldom sell for 20 percent or 10 percent of what they’re worth. So, therefore, you see these much greater discrepancies between price and value on the overvaluation side. So you might think it’s easier to make money on short selling. And all I can say is, it hasn’t been for me. I don’t think it’s been for Charlie. It is a very, very tough business because of the fact that you face unlimited losses, and because of the fact that people that have overvalued stocks — very overvalued stocks — are frequently on some scale between promoter and crook. And that’s why they get there. And once there — And they also know how to use that very valuation to bootstrap value into the business, because if you have a stock that’s selling at 100 that’s worth 10, obviously it’s to your interest to go out and issue a whole lot of shares. And if you do that, when you get all through, the value can be 50. In fact, there’s a lot of chain letter-type stock promotions that are sort of based on the implicit assumption that the management will keep doing that. And if they do it once and build it to 50 by issuing a lot of shares at 100 when it’s worth 10, now the value is 50 and people say, “Well, these guys are so good at that. Let’s pay 200 for it or 300,” and then they could do it again and so on. It’s not usually that — quite that clear in their minds. But that’s the basic principle underlying a lot of stock promotions. And if you get caught up in one of those that is successful, you know, you can run out of money before the promoter runs out of ideas. In the end, they almost always work. I mean, I would say that, of the things that we have felt like shorting over the years, the batting average is very high in terms of eventual — that they would work out very well eventually if you held them through. But it is very painful and it’s — in my experience, it was a whole lot easier to make money on the long side.

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Where to Buy Snapchat Accounts A Step-by-Step Guide  Buy Snapchat Accunts. If you're looking to create or manage such accounts, you typically need to verify each account with a unique phone number to maintain compliance with Snapchat's policies. Looking to expand your social media presence? Buy Snapchat accounts and start connecting with millions of users. Get secure, instant access to the popular platform and boost your online visibility today! The Benefits of Buying Snapchat Accounts In an era when social media presence can directly translate into income, influence, and opportunity, having an established Snapchat account can feel like owning a ready-made storefront on a bustling street. Snapchat - with its ephemeral content, creative lenses, and strong appeal among younger demographics - remains an influential channel for personal branding, marketing, entertainment, and direct-to-consumer commerce. For that reason, some people and businesses consider buying an existing Snapchat account rather than building one from scratch. This composition explores the potential benefits of doing so, balanced with the important legal, ethical, and practical considerations that should guide any decision . If You want to more information just contact now 24 Hours Reply/ Contact : – ⇛ ▩ Telegram: @accsells1 ⇛ ▩ WhatsApp: ‪‪+1 (814) 403–6336‬‬ ⇛ ▩ E-mail: infoaccsells0@gmail.com Important note up front: buying or selling social-media accounts commonly violates platform terms of service and carries risks (account bans, scams, identity issues). This piece explains potential benefits people seek, but also clearly outlines the risks and alternatives so you can make an informed, responsible choice. What people mean by "buying a Snapchat account" When someone says they want to buy a Snapchat account, they usually mean acquiring access to an existing profile that already has: a verified login (email/phone) and password, an established username or display name, an active friends/followers list (subscribers/viewers), a history of snaps, stories, or Spotlight posts, and sometimes positive engagement metrics (views, screenshots, replies). Some buyers want a personal account with a robust friends list; others want a niche or influencer account that can be used for marketing campaigns, promotions, or monetization. The seller transfers credentials (and sometimes associated contact info) so the buyer can take control. Why people consider buying instead of building Building a credible Snapchat presence takes time, consistent content, audience growth, trial-and-error, and often paid promotion. There are scenarios where people believe buying makes strategic sense: Speed-to-market - launching campaigns or monetized content instantly rather than waiting months to grow an audience. Credibility - bypassing "new account" friction and benefiting from pre-existing social proof. Access to followers in a specific niche - instantly tapping an audience relevant to a brand or promotion. Business continuity - replacing an account that was suspended or lost without disrupting revenue streams. Testing and scaling - using multiple accounts to A/B test messaging, markets, or creative formats. Understanding these drivers clarifies why some view acquiring accounts as a business shortcut. Below we unpack the concrete benefits that often motivate buyers.

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From that vision comes this year’s annual plan. What will you do this coming year to make progress on your vision? What projects will you undertake that will bring you closer? What initiatives will you start or stop? What products will you create or retire? The clearer your Vision Script, the more apparent the answers to these questions will be.

In phase I, it’s getting those first customers that prove your product can get traction. In phase II, it is getting enough customers that you’re knocking on the door of sustainability. And in phase III, your focus is on increasing your earnings, scaling your marketing channels, and creating a truly sustainable business.

Not surprisingly, my number-one rating goes to India. Its scale and underinvestment in infrastructure and its urbanization trends give it phenomenal potential. Add to that the first apparently progressive, pro-business government in its history, led by Prime Minister Modi, and India is off the charts in terms of investment potential. India is the only major emerging country to reach new highs over its 2007 peak because of this.

People sometimes tend to focus on the wrong things when starting a business, like office space, scaling, websites, business cards, computers. You can add expenses or bigger ideas later, once revenue is coming in. But if your idea requires a lot of money, time, or resources to start, you’re probably thinking too big too soon. Scale it down to what can be done right now, on the cheap and fast, and then iterated upon.

We often work with business owners who, out of comfort, expedience or simply ignorance, choose the wrong person for the job. For example, an owner might make their top-performing salesperson sales manager in spite of that employee lacking the skills to manage a team. This seldom ends well for anyone.

Phase I—making something people want Phase II—marketing something people want Phase III—scaling your business

It took me a couple of years after I woke up in that cold sweat to figure out what flag I was going to plant, and then how to do something with it. Using the process in Step 1, I found the things that I wanted to be known for and the work that I was passionate about. And then I started telling my story all the time to anyone who would actually listen. For me, this story was around Lean UX because of who I was at the time. I created a pitch based on design for designers, by designers, to change the way that they were working. And I honed that voice and that tone and that dialogue by telling the story over and over and over again using blog posts and articles and eventually in-person talks. The first talk I ever gave as a part of my new professional trajectory was on August 12, 2010. I told the story about how we solved the problem of integrating UX into Agile at TheLadders. And then the timeline started to accelerate from there. A month later, on September 24, I gave my first talk about Lean UX and it was in Paris. I was communicating about this topic publicly, and people were saying, “Hey, come give us a talk about it.” And I was writing about the topic in any publication that would actually listen to this kind of thing. I kept speaking and writing and making presentations, and as I got my ideas out into the world and put them into play in any way I could, on March 7, 2011, I finally hit the jackpot. This was three years after I had my 35th-birthday epiphany and the pressure was on—I knew I had just two years left before I was going to become obsolete, an also-ran. I hit the jackpot when I managed to get an article published in Smashing magazine. At the time, Smashing had a million readers online, and so the scale of my conversation was growing and growing because I was becoming known as the guy who had some answers to this question. That was a massive break for me because the article provided me with a global audience for the first time. Obviously, anything you publish on the internet is global and distributed, but the bottom line is that, if the platform you choose or that chooses you has a built-in audience, you stand a much bigger chance. Smashing magazine had an audience. The article, titled “Lean UX: Getting Out of the Deliverables Business” became very successful, and that’s where I planted my flag—providing solutions to the Agile and design problem with a real-world tested solution nicely packaged and labeled as Lean UX.

transition to mechanisms for getting to scale, fast. The business that has been protected from conventional disciplines (such as producing return on investment)

When you talk to people who have scaled a business—and we have talked to many, at length and in depth—you begin to uncover some counterintuitive truths about scaling: The best, most scalable ideas are often the ones that seem the most implausible. An encounter with resistance at the start of your journey is a good thing. Early, honest feedback from the right people will have an outsized impact on helping you refine your idea. Doing things that don’t scale—especially at the earliest stages—can set you up for dramatic scale later on. Even if everything you thought you knew turns out to be wrong, you can still achieve your goals—as long as you accept the truth and adjust your plan.

If we are all good people with good hearts and intensions. If we are all disciplined. We all respect and obey the law and authority. Genuinely love and care for each other. Wishing well and the best for each other. See each other as one big family than strangers. Then we are ready for one Africa, and we can do away with the borders, But if not. What will open borders do is to allow worse and evil things to happen to good people in a bigger scale. It will be easy to start a war. People won’t be reliable. The society and the system keeping things in place will fail. More crimes and treason will be committed. It will be hard close to impossible to catch criminals and to sentence them. Criminals will have bigger market to steal and to commit their crimes. It will be easily for them to move around, to do money, diamond, gold laundering . Easy to smuggle people, stolen items, drugs, cars, cigarette. Fugitives, murders and rapist, pedophiles, serial killers. Opportunists , scammers or con man or women. Will fool and take advantage of lot of people. It will be easy for them to start cult and to manipulate people. Corporates will get more cheap labor employes that they will enslaves and to extort. Open borders is good business for criminals not for loyal honest citizens. Ask yourself. How many things illegal things were caught at the border or customs ? How many criminals and dangerous people were caught at the border or customs? Ask yourself what would have happen If there were no borders ? Open borders would have been a good idea if we were all good people and your unfortunately, we are not. We all have hidden agendas and will say and do anything for money.

8. Scaling. You’ve got one product selling twenty-five units a day. You’ve proven you can get a product up and selling in the marketplace. Now it’s time to launch products two, three, four, and five and watch the snowball build into a million-dollar revenue stream by the end of twelve months. 9. Marketing. Sure, if you’re friends with a ton of celebrities who will post about your brand on their Instagrams, you’re all set with marketing. But what if you’re starting from scratch, with no contacts and no marketing experience? Here’s how you can build the right kind of marketing through relationships, influencers, and audiences, bringing your business to the level of a respected brand. 10. Acquisition. What does it look like to sell your business? There are many buyers out there hungry for what you’re building. Here’s where you’ll learn how to navigate the process, lock in your payday, and decide what to do afterward.

The ends don’t necessarily justify the means, either; if you’re unhappy with the process, you are likely to be unhappy with the results. When I’ve worked on ideas in the past, and they haven’t been enjoyable throughout, I’ve never liked the end product. While you should definitely prepare for hard work, you shouldn’t have to suffer through misery for an idea. Here’s the difference: If you are working to prove something or to overcome your mental blocks, then you will run into stress, burnout, frustration, and failure. I call it scaling unhappiness. However, if you are creating from a place of abundance and genuinely serving others in the process, then life and business is deliriously enjoyable. When I’ve been my most successful, I can trace it back to how much I enjoyed the journey. When Matt and I worked on Sheer Strength, we were driven by our passion for the products and the idea of making something we both wanted to buy. Every time we stopped ourselves and listened to the market or new trends, we hit a roadblock. Those bad decisions cost us time and money. Right now, I’m working on a new food company. The project is a blast, and it’s either going to be the most successful thing I’ve ever done, or the best time I’ll ever have on a failure. Either way, the project is enjoyable, and that’s a worthy goal. Make sure you’re enjoying the ride you’re on, or I can guarantee you’ll burn out.

A lot of beginner entrepreneurs—and a fair number of experienced ones, too—are afraid of high prices. They want to cut prices as soon as financially possible, probably because some intro-to-business class told them that’s the best way to build a brand. I can tell you from experience, though, that if you’re building a brand, you don’t want to get into the business of cutting prices. You want to be near the top price point in your market. The reason is simple: It’s much easier to scale a premium brand than it is to scale a low-priced brand. Only companies selling inventory in massive quantities can really win at that game. You’re not going to beat Walmart’s price, so don’t play Walmart’s game.

For us, a People department is less of a group of functional experts focused on engagement and employee wellbeing and more of an operational unit that serves the business and supports its strategy. All People practices, including compensation, need to create tangible value for the company’s stakeholders, especially for its customers.

Today, a team of three people at Duolingo is responsible for running over 2,600 events per month. It's the kind of scale that companies dream of. And it can only be achieved by taking a community approach. By giving your customers the opportunity to connect with and support each other, you can deliver exponentially more value at a fraction of the cost of traditional business tactics.

What was that about the family investment project?” she asks. “Just that without your cooperation your family will likely go the way of the bird,” her mother cuts in before Sirhan can muster a reply. “Not that I expect you to care.” Boris butts in. “Core worlds are teeming with corporates. Is bad business for us, good business for them. If you are seeing what we are seen—” “Don’t remember you being there,” Pierre says grumpily. “In any event,” Sirhan says smoothly, “the core isn’t healthy for us one-time fleshbodies anymore. There are still lots of people there, but the ones who uploaded expecting a boom economy were sadly disappointed. Originality is at a premium, and the human neural architecture isn’t optimized for it—we are, by disposition, a conservative species, because in a static ecosystem that provides the best return on sunk reproductive investment costs. Yes, we change over time—we’re more flexible than almost any other animal species to arise on Earth—but we’re like granite statues compared to organisms adapted to life under Economics 2.0.” “You tell ’em, boy,” Pamela chirps, almost mockingly. “It wasn’t that bloodless when I lived through it.” Amber casts her a cool stare. “Where was I?” Sirhan snaps his fingers, and a glass of fizzy grape juice appears between them. “Early upload entrepreneurs forked repeatedly, discovered they could scale linearly to occupy processor capacity proportional to the mass of computronium available, and that computationally trivial tasks became tractable. They could also run faster, or slower, than real time. But they were still human, and unable to operate effectively outside human constraints. Take

I often counsel people to really understand if and how their business model creates customer need. You need to know if you’re going to be able to fulfill good economics per products sold, and if the overall business model is successful. A lot of the business plans that don’t work get created around settings where people are dissatisfied with status quo. They really don’t like having to pay fifteen percent to a distributor in order to get the product from the manufacturer to the retail outlet. But they don’t understand that just being unhappy with the status quo doesn’t mean you can rip the distributor out of the model and make it work. You have to make sure the model that you create has viability, so that every time you sell a product, you know how much money you are bringing in, and what the cost and scale is. It’s more about ‘How do I make money out of this?’ rather than ‘I wish the world in this area were different.

Changing focus early to exploit a better idea often is the best way to mitigate the risk of failing. This is yet another reason not to have investors involved with your company until you have found a scale opportunity to exploit. If you have no choice but to bring on investors, minimizing their control can be very difficult.

Life and its occasions Time is infinite but occasions are not as many, While you maybe dealing with life and its moments so many, There will arise an occasion only created for you, A moment in time that bears your signature, because it has been designed for you, So, believing time will last forever is not untrue, It will be so, nothing can undo this fact, but believing it will be so for you, is certainly untrue, Therefore seek that occasion that has been created for you, And do not shy away from doing what you ought to do, everything is fine as long as you believe in you, For time gallops inexhaustibly, always forward, And men and women are born to rise upward because that is their only way forward, But realising the occasion born for you and taking it along, Is what shall lead you where you belong, just take yourself and your beliefs along, And as you get busy rising high, do not be bothered by the rest always moving forward, Because only from the highest points you can see the limits of what lies behind and what defines the forward, At that height let your eyes see what your conscience reveals, Because it is only at these pinnacles in one’s life, that life it's true colour reveals, Then let yourself bathe in its shades, all shades of life, And time shall be your never ending occasion, because now you are aware of realities of life, Which are the same whether you are at the highest point or at the farthest reaches of the forward most point, Because life was not born just for you and me , it was born for all alike; and that is the most critical point, Realise it and you shall scale every height, and you shall cross every farthest destiny, And then you shall always live your life in the custodianship of your destiny!

how to know yourself how to reason how to build your team how to use strategy to scale how to make power plays

Build team awareness by explaining the scale. Have everybody read this chapter and discuss it during a team meeting. •​A cultural bridge can help a lot. If you have team members who are bicultural or have significant experience living in different cultures, ask them to take responsibility for helping other team members. •​Understand and adapt to one another’s behaviors. •​Patience and flexibility are key. Cross-cultural effectiveness takes time. Developing your own ability to recognize others’ reactions and adapt accordingly will help you to be increasingly persuasive (and therefore effective) when working internationally.

Migrations are both essential and frustratingly frequent as your codebase ages and your business grows: most tools and processes only support about one order of magnitude of growth22 before becoming ineffective, so rapid growth makes migrations a way of life. This isn’t because you have bad processes or poor tools—quite the opposite. The fact that something stops working at significantly increased scale is a sign that it was designed appropriately to the previous constraints rather than being over-designed

Remember, scaling your business isn't just about the numbers; it's about nurturing a community, fostering innovation, and creating a space where your vision can flourish and impact the world.

The journey of scaling your business is akin to navigating the seas of possibility; it requires courage to sail away from the safe harbor of the known, driven by the winds of ambition and guided by the stars of your vision.

The art of scaling is the balance between growth and grounding, where ambition meets strategy, ensuring that as your business grows, its roots remain firmly planted in your core values

The Founder’s Curse states that the more valuable you are to your business, the less valuable your business is.