What Is Entrepreneurship Quotes

People don't buy what you do; they buy why you do it. And what you do simply proves what you believe

Don't set your goals by what other people deem important.

To escape fear, you have to go through it, not around.

Your words are powerful so what you say goes a long way to either establish or destroy you; this is why you should say things that God has said concerning you, not things that situations or circumstances say.

Sometimes they are just undifferentiated hobbies just like what many others have but we forget to see that in our entrepreneurial rush of excitement.

When we stick to our views and aren’t even willing to consider what others have to say, we lose an opportunity to grow and become better.

Entrepreneurship is "risky" mainly because so few of the so-called entrepreneurs know what they are doing.

Weigh whatever you are about to say; what will it do to your hearer - encouragement, edification, disappointment or fear? What will it do to your life - glorify, edify, beautify or weigh you down? Speak well and things will go well.

You are not permitted to suffer what others suffer, you are not permitted to fail or die young.

The problem is not people being educated. The problem is that they are educated just enough to believe what they've been taught, but not educated enough to question what they've been taught. ~ Author Unknown

What the average call excellent, the excellent call average.

How you react when your back is against the wall will determine if you see what's actually over the wall.

Entrepreneurship rests on a theory of economy and society. The theory sees change as normal and indeed as healthy. And it sees the major task in society - and especially in the economy - as doing something different rather than doing better what is already being done. That is basically what Say, two hundred years ago, meant when he coined the term entrepreneur. It was intended as a manifesto and as a declaration of dissent: the entrepreneur upsets and disorganizes. As Joseph Schumpeter formulated it, his task is "creative destruction.

An idea is not a business. It doesn't matter how wonderful your idea sounds. What matters is the revenue model and how the business is going to earn money consistently, sustainably and abundantly.

Your decision not to join the crowd may be what God is waiting for to grant you revelation on how to deliver your family, your country, business, profession or even your church!

No matter what the industry you choose to ultimately invest all your time and energy in, be sure you're the owner, founder, and CEO. Remember, if you don't own it, you can't control it nor can you depend on it.

T-shaped people " those with a depth of knowledge in at least one discipline and a breadth of knowledge about innovation and entrepreneurship that allows them to work effectively with professionals on other disciplines to bring their ideas to life.

The true start-up of a business is what happens before you start-up.

Don't wait to be compelled to do great work.

Zen is not some fancy, special art of living. Our teaching is just to live, always in reality, in its exact sense. To make our effort, moment after moment, is our way. In an exact sense, the only thing we actually can study in our life is that on which we are working in each moment. We cannot even study Buddha’s words.” - “So we should be concentrated with our full mind and body on what we do; and we should be faithful, subjectively and objectively, to ourselves, and especially to our feelings. Even when you do not feel so well, it is better to express how you feel without any particular attachment or intention. So you may say, “Oh, I am sorry, I do not feel well.

Both political parties have moved to the right during the neoliberal period. Today’s New Democrats are pretty much what used to be called “moderate Republicans.” The “political revolution” that Bernie Sanders called for, rightly, would not have greatly surprised Dwight Eisenhower. The fate of the minimum wage illustrates what has been happening. Through the periods of high and egalitarian growth in the ‘50s and ‘60s, the minimum wage—which sets a floor for other wages—tracked productivity. That ended with the onset of neoliberal doctrine. Since then, the minimum wage has stagnated (in real value). Had it continued as before, it would probably be close to $20 per hour. Today, it is considered a political revolution to raise it to $15.

Entrepreneurs see what others can't, do what others won't, and accomplish what others dream.

Entrepreneurship requires passion! It's so challenging being an entrepreneur and sometimes a little bit lonely too, so you really need to love what you're doing.

As an entrepreneur, you should definitely stay aware of what's going on in the economy. But don't let economists tell you how to do business.

Try it out yourself. Test your idea with an experimental project. See what works and what doesn't. Then move forward or move on.

Do what you love and love what you do, with excellence.

If you’re not filing patents, but your competitors are, all you have is risk. You’re taking a huge chance that no one else will enter your space and kick you out. That’s the benefit of patents; you don’t have to let everybody in. You can let just a few major players in because you want what they have, or you don’t want to worry about them. Remember, you’re not at the big boys’ lunch table. But if you partner with their competitor, they’ll be worried. Then they’ll want to see if your patent protection is strong or if they can exploit a weakness.

The future is what I create today. Every day.

What you don't do is surrender. You might retreat occasionally, but you don't give up.

You don’t get what you wish for; you get what you work for.

We’ve all been in positions where we felt out of place or not accepted for whatever reason. For me, that’s been my life. I’ve always been that person that stood out. And what makes you an outcast is what makes you unique, and you should harness that. Being a black sheep gives you creative license to do sh*t differently.

The way to be irreplaceable is to become a social innovator. Start projects that motivate you to save the world and simultaneously make you money (and create mindshare) for your company. Social innovation makes magic happen.

Anyaele Sam Chiyson Leadership Law of Successful Results: Renowned leaders strive for victory and outdo their previous successes, they do what it takes to recognize an opportunity and pounce on it rightly to achieve great results.

what you don't know will cost you.

If your looking to write a book, your creativity, originality and simplicity is what will distinguish you.

Most people set intentions wrong. The right way to set intentions is to be clear on what you want to go FROM and what you want to go TO.

It is not your job to prove your value to anyone. It is your job to find the people that already value what you do.

The idea of finding value in what people are willing to pay to get rid of it one of the fundamental backbones of ecocapitalism, as I think of it now.

If you sincerely want to be successful in life, all you need is one person to believe in you, and that one person should be YOU. As long as you genuinely believe in yourself, you can and will be a success. Your mindset is a powerful force! What you think and how you think will be the ultimate factor of your journey’s end.

Are you using your degree as it was intended in your current job? Lots of people aren't. How is the education system keeping up with the velocity of change in what actually constitutes a real job?

If you're about to take a risk--one that comes from within, one that expresses your true nature, that brings up fear after fear after fear--you know what to do. One: do the work, create the value. Two: draw the people that encourage you closer. They're the only ones that matter.

Every entrepreneur is either a socialist, anarchist, or a communist. Meaning, you are not willing to depend upon an individual who tells you what to do and how to live your life. Your boss represent the capitalist regime.

You can't approach business the same way you approach an algebra equation or something. When you're considering the viability of a business, you have to also consider the psychology of human beings, the logistics of peoples emotions, cultural factors, sociopolitical factors, peoples habits, and more. There's a lot to consider when you're thinking about what people are going to pay for and how much they'll pay and why they'll pay and what they really value.

Entrepreneurs must have a vision that others do not currently recognise. People may feel that their ideas are hypotheses and impose a high level of uncertainty, but that is what entrepreneurship is all about: putting everything on the line for a view you believe in.

Fascism talks ideology, but it is really just marketing—marketing for power. It is recognizable by its need to purge, by the strategies it uses to purge, and by its terror of truly democratic agendas. It is recognizable by its determination to convert all public services to private entrepreneurship, all nonprofit organizations to profit-making ones—so that the narrow but protective chasm between governance and business disappears. It changes citizens into taxpayers—so individuals become angry at even the notion of the public good. It changes neighbors into consumers—so the measure of our value as humans is not our humanity or our compassion or our generosity but what we own. It changes parenting into panicking—so that we vote against the interests of our own children; against their health care, their education, their safety from weapons. And in effecting these changes it produces the perfect capitalist, one who is willing to kill a human being for a product (a pair of sneakers, a jacket, a car) or kill generations for control of products (oil, drugs, fruit, gold).

The key is, no matter what story you tell, make your buyer the hero.

Complexity serves nothing but our ego. Be able to say what you do in a way that people can understand.

You don't need to go running from pillar to post looking for what God looks like.

The majority of people are not willing to risk what they have built for the opportunity to have something better.

Be the best at what you do or the only one doing it.

What is your hands to make a difference in the world?

What is your motivation? When you drill down and ask, "What if there was zero ROI (of any form)?," you'll discover your highest and best use of time.

Business is still more often about whom you know, not what you know.

Most startups eventually pivot to adjust to what the market is telling them.

It is a story about entrepreneurship, and risk, and hard work, and knowing where you want to go and being willing to do what it takes to get there.

Entrepreneurs don’t usually fail from circumstance, they fail from what I call entrepreneurial rigidity—a fixed mindset and unwillingness to change the business model.

What the mass media offers is not popular art, but entertainment which is intended to be consumed like food, forgotten, and replaced by a new dish. ~ W.H. Auden,

Most people don't know what they want. Some people kind of know what they want. Successful people know what they want and don't take no for an answer.

Everyone you come in contact with knows a person who runs or owns a business. Make sure they know what you do, so when the time comes, you get the call, not someone else.

When we’re self-employed, much of what has been typical of business, marketing, and sales has creeped us out. We want to do business in ways that feel good to us.

The beginning of change doesn’t come from motivation and dangling carrots. It begins with being clear about what you want to get away from.

Having a successful life and business requires that we first learn who we are, then do what we have to do in order to have what we want.

We used to build businesses with all effort and hard work. Today, we create businesses by paying attention to what the market wants and co-creating with those we serve.

The biggest risk is not in what you build. It is in not supporting what you build.

Your success is limited by your personal development- what you think you’re capable of, what you think you deserve, and the mindsets that hold you back.

The clearest indication that something is not going well is when you can't say what is on your mind to your co-founder

When someone is passionate about what they do, you’re going to feel that energy emanating off of them.

Relish what is good and expedient.

When what we have mastered becomes mundane, we feel pain. The antidote is pursuit.

When you truly love or want what you are pursuing, holding on can never be harder than giving up.

People who can manage their time can also manage their money. After all, managing minutes and managing money is the same exact principle.

The husband and wife who open another delicatessen store or another Mexican restaurant in the American suburb surely take a risk. But are they entrepreneurs? All they do is what has been done many times before. They gamble on the increasing popularity of eating out in their area, but create neither a new satisfaction nor new consumer demand. Seen under this perspective they are surely not entrepreneurs even though theirs is a new venture. McDonald’s, however, was entrepreneurship. It did not invent anything, to be sure. Its final product was what any decent American restaurant had produced years ago. But by applying management concepts and management techniques (asking, What is “value” to the customer?), standardizing the “product,” designing process and tools, and by basing training on the analysis of the work to be done and then setting the standards it required, McDonald’s both drastically upgraded the yield from resources, and created a new market and a new customer. This is entrepreneurship.

If you approach business thinking that you sell products or services, you will eventually become irrelevant to the marketplace. But if you approach business thinking that what you really sell is value, you will always be relevant to the marketplace.

The goal - at least the way I think about entrepreneurship - is you realize one day that you can't really work anyone else. You have to start your own thing. It almost doesn't matter what the thing is. We had six different business plan changes, and then the last one was PayPal. If that one didn't work out, if we still had the money and the people, obviously we would not have given up. We would have iterated on the business model and done something else. I don't think there was ever clarity as to who we were until we knew it was working. By then, we'd figured out our PR pitch and told everyone what we do and who we are. But between the founding and the actual PayPal, it was just like this tug-of-war where it was like, "We're trying this, this week." Every week you go to investors and say, "We're doing this, exactly this. We're really focused. We're going to be huge." The next week you're like, "That was a lie.

The visionary is destined to walk in solitude. If the vision is truly original; If the vision is truly unprecedented; Then by its very nature, only the visionary is privy to its wonders. It is the burden of a single soul. Alone. For even the visionary must peel back, chisel and ax away at the status quo to eventually reveal for all humanity what is yet unseen and unheard of. The visionary is the sculptor releasing the vision from the block of stone that is convention.

I didn't have the time, but I made time. I didn't have the knowledge, but I did what I knew. I didn't have the support, but I learned to support myself. I had a lot going against me, but I had enough going for me. I had plenty of excuses, but I didn't use any. Everyone said I cannot do it, but I did it anyway.

What makes demographics such a rewarding opportunity for the entrepreneur is precisely its neglect by decision makers, whether businessmen, public-service staffs, or governmental policymakers. They still cling to the assumption that demographics do not change – or do not change fast. Indeed, they reject even the plainest evidence of demographic changes.

Successful entrepreneurship begins and ends with customer wants and needs, not what you want and need.

Our thoughts and our mind-sets greatly affect our perception of what life is really about

Disruption isn't about what happens to you, it's about how you respond to what happens to you.

Finally, goals and objectives for each area need to be set. Everyone who takes on the primary responsibility for a key activity, whether product development or people, or money, must be asked: ‘What can this enterprise expect of you? What should we hold you accountable for? What are you trying to accomplish and by what time?’ But this is elementary management, of course.

You won’t accomplish or reach your greatest potential in life if your main focus is on what other people think of you. No matter how great you are, some people will form their own negative opinions of you. Don’t give your haters your time or energy! People that are negative, jealous, and envious of you aren’t worth your future. Go after your dreams with purpose and unwavering belief!

And so, because instead of learning about free markets, capitalism, and entrepreneurship, today’s curriculum overemphasizes the role that others play in our success. Students are being systematically disempowered, trained to resent the success of others. And that creates a self-fulling prophecy of sorts. We can never attain what we resent, just as we will never achieve what we loathe. If money and success become the objects of our loathing and resentment, then we can be certain they will never be within our grasp. Our subconscious mind will reject its opportunity seeking to prevent us from becoming that which we have been conditioned to hate.

<...> I think we didn't know what we were doing. I think the hallmark of a really good entrepreneur is that you're not really going to build one specific company. The goal—at least the way I think about entrepreneur- ship—is you realize one day that you can't really work for anyone else. You have to start your own thing. It almost doesn't matter what that thing is. We had six different business plan changes, and then the last one was PayPal.

Some people say, "What difference does it make what color the winemaker is that made the wine? Judge the wines off their own merit." Like, of course. And I do believe that my wine is judged off its own merit. But the fact is that when you walk into places and people can't believe that you're the principal or you're the owner or you made the wine, it's mind-blowing to me some days. It's like, wow. That's why we need to continue talking about it.

In the next chapters I will deal with factors that have helped make this happen, including better leaders, a revival of African entrepreneurship, the return of the great diaspora and a hungry, innovative young population—the largest demographic of young people in the world. But I will start with what I believe has been the most important factor of all. Despite Africa’s size and the great drama of her story—colonialism, war, famine, disease, dictatorship, corruption, hundreds of billions of dollars in wasted aid—it is astonishing to me that the thing that has probably helped us more than anything else is a tiny little device that can fit in your pocket. It’s called a cell phone—and it’s been a game changer.

Above all, we know that an entrepreneurial strategy has more chance of success the more it starts out with the users – their utilities, their values, their realities. An innovation is a change in market or society. It produces a greater yield for the user, greater wealth-producing capacity for society, higher value or greater satisfaction. The test of an innovation is always what it does for the user. Hence, entrepreneurship always needs to be market-focused, indeed, market-driven.

College does not equal job security. Entrepreneurship does not equal job security. For heaven's sake, "job security" does not equal job security. So what do you do? Don't be a one-trick pony. Add real value in everything you do. But most of all, study and apply business models. No matter what discipline you come from. Learn how to add value so that value can flow in the form of money to you. That, my friends, is job security. Learn where money comes from and you'll know where to turn when life throws a curve.

What did trust, cooperation, progressive taxation and the interventionist state bequeath to western societies in the decades following 1945? The short answer is, in varying degrees, security, prosperity, social services and greater equality. We have grown accustomed in recent years to the assertion that the price paid for these benefits—in economic inefficiency, insufficient innovation, stifled entrepreneurship, public debt and a loss of private initiative—was too high. Most of these criticisms are demonstrably false.

we tend to think that innovation comes from bureaucratic funding, through planning, or by putting people through a Harvard Business School class by one Highly Decorated Professor of Innovation and Entrepreneurship (who never innovated anything) or hiring a consultant (who never innovated anything). This is a fallacy—note for now the disproportionate contribution of uneducated technicians and entrepreneurs to various technological leaps, from the Industrial Revolution to the emergence of Silicon Valley, and you will see what I mean.

Unfortunately, the executive, judicial, and legislative branches of government have become increasingly concerned with their image and their political parties, have drifted away from strict interpretations of the Constitution, and have substituted their own ideologies for the original vision. As a result, our government produces massively complicated taxation schemes, impossibly intricate and uninterpretable health care laws, and other intrusive measures instead of being a watchful guardian of our rights. Instead of providing an environment that allows diligent people to thrive on the basis of their own hard work and entrepreneurship, our government has taken on the role of trying to care for everyone’s needs and redistributing the fruits of everyone’s labors in a way consistent with its own ideology.

No matter what your reason for wanting to start your own business, developing the foundation is the same. Laying a solid foundation for you business will provide you with a road map to follow as you build your business. As you work through the Start a Business Step-by-Step Workbook you will define the company’s mission, decide what business entity is right for your business, name your business, determine the pricing for your products or services, formulate your financial projections, define your competitors, survey consumers regarding your products or services, determine the marketing methods right for your business and more.

Catch a customer with emotion and you will have a customer for a day; but, capture a customer with value and you will keep a customer for a lifetime. I truly believe in good, old-fashioned values when it comes to business. That is what timelessness is made of! At the end of the day, the question is, “Do you want to build a good hut for a day or do you want to build a good fortress for a lifetime?” Quality, value, understanding the needs of your clientele— that’s how you build a legacy. Connect with people, because you can never underestimate just how many people out there are yearning for any form of good interpersonal connection that they can find and when you can provide that as a brand name, you can allow the person behind your business to shine through. That’s how timelessness is created. It’s not created by luring people into a myth; it’s created by making connections, by remembering people’s names, by being genuinely interested in everybody.

many people mistaken for entrepreneurs fail to have true skin in the game in the sense that their aim is to either cash out by selling the company they helped create to someone else, or “go public” by issuing shares in the stock market. The true value of the company, what it makes, and its long-term survival are of small relevance to them. This is a pure financing scheme and we will exclude this class of people from our “entrepreneur” risk-taker class (this form of entrepreneurship is the equivalent of bringing great-looking and marketable children into the world with the sole aim of selling them at age four). We can easily identify them by their ability to write a convincing business plan.

I disagree – massively – with the traditional American way firms are organized and run. In many organizations much of the labor is so far removed from the customer that employees don’t care. They can’t see the overall vision, process or outcome. They lose the feeling of ownership in what they are doing. Soon, they join the ranks of the “working dead.” - Chris Lutz, Modular Career Design

The cultural Left has contributed to the formation of this politically useless unconscious not only by adopting “power” as the name of an invisible, ubiquitous, and malevolent presence, but by adopting ideals which nobody is yet able to imagine being actualized. Among these ideals are participatory democracy and the end of capitalism. Power will pass to the people, the Sixties Left believed only when decisions are made by all those who may be affected by the results. This means, for example, that economic decisions will be made by stakeholders rather than by shareholders, and that entrepreneurship and markets will cease to play their present role. When they do, capitalism as we know it will have ended, and something new will have taken its place. […] Sixties leftists skipped lightly over all the questions which had been raised by the experience of non market economies in the so-called socialist countries. They seemed to be suggesting that once we were rid of both bureaucrats and entrepreneurs, “the people” would know how to handle competition from steel mills or textile factories in the developing world, price hikes on imported oil, and so on. But they never told us how “the people” would learn how to do this. The cultural Left still skips over such questions. Doing so is a consequence of its preference for talking about “the system” rather than about specific social practices and specific changes in those practices. The rhetoric of this Left remains revolutionary rather than reformist and pragmatic. Its insouciant use of terms like “late capitalism” suggests that we can just wait for capitalism to collapse, rather than figuring out what, in the absence of markets, will set prices and regulate distribution. The voting public, the public which must be won over if the Left is to emerge from the academy into the public square, sensibly wants to be told the details. It wants to know how things are going to work after markets are put behind us. It wants to know how participatory democracy is supposed to function. The cultural Left offers no answers to such demands for further information, but until it confronts them it will not be able to be a political Left. The public, sensibly, has no interest in getting rid of capitalism until it is offered details about the alternatives. Nor should it be interested in participatory democracy –– the liberation of the people from the power of technocrats –– until it is told how deliberative assemblies will acquire the same know-how which only the technocrats presently possess. […] The cultural Left has a vision of an America in which the white patriarchs have stopped voting and have left all the voting to be done by members of previously victimized groups, people who have somehow come into possession of more foresight and imagination than the selfish suburbanites. These formerly oppressed and newly powerful people are expected to be as angelic as the straight white males were diabolical. If I shared this expectation, I too would want to live under this new dispensation. Since I see no reason to share it, I think that the left should get back into the business of piecemeal reform within the framework of a market economy. This was the business the American Left was in during the first two-thirds of the century. Someday, perhaps, cumulative piecemeal reforms will be found to have brought about revolutionary change. Such reforms might someday produce a presently unimaginable non market economy, and much more widely distributed powers of decision making. […] But in the meantime, we should not let the abstractly described best be the enemy of the better. We should not let speculation about a totally changed system, and a totally different way of thinking about human life and affairs, replace step-by-step reform of the system we presently have.

Entrepreneurship is not about central tendencies; it is about extremes. Entrepreneurship is not about what is likely; it is about what is possible. It is not about ordinary; it is about extraordinary. The common denominator of all of these accessible entrepreneurs is their contrarian perception, creation, and capture of extraordinary value. It is their recognition, realization, and reaping of more value than anyone else (the market) could have anticipated.

For the existing enterprise, whether business or public-service institution, the controlling word in the term ‘entrepreneurial management’ is ‘entrepreneurial’. For the new venture, it is ‘management’. In the existing business, it is the existing that is the main obstacle to entrepreneurship. In the new venture, it is its absence. The new venture has an idea. It may have a product or a service. It may even have sales, and sometimes quite a substantial volume of them. It surely has costs. And it may have revenues and even profits. What it does not have is a ‘business’, a viable, operating, organized ‘present’ in which people know where they are going, what they are supposed to do, and what the results are or should be. But unless a new venture develops into a new business and makes sure of being ‘managed’, it will not survive no matter how brilliant the entrepreneurial idea, how much money it attracts, how good its products, nor even how great the demand for them.

Letter to the tech giants: When fame and abundance kiss somebody’s feet before that person is wise enough, he or she is very likely to lose track of what’s necessity and what’s luxury. And modern society is filled with examples of such intelligent stupidity – stupidity that is carried out by apparently smart humans. Because being smart is not the same as being wise. The world has enough smartness, but not enough wisdom to bring that smartness into proper productive practice – and I mean productive practice not sophisticated practice – there is a difference. A person smart enough to visualize a Falcon rocket engine can easily pinpoint the locations of various organizations that spread terrorism, yet the person chooses to explore the space further instead of prioritizing the technological advantages to first fix real issues of the human society that inflict harm to the humans every walk of the way. The world is a miserable place not because we have lack of resources, but because those who have an abundance of resources do not have the slightest idea of true human need. The resources needed for colonizing Mars if put to proper practice can fix the world’s global warming issues – it can fix the world’s climate change issues – it can fix the world’s terrorism issues, yet people are more interested in the pompous idea of living in Mars for whatever reason, instead of paying attention to improving human condition on earth. I am not against technological advancement, for I am a scientist, but my soul aches when I see smart people are dumb enough to chase after illusory glory of doing something different and innovative instead of focusing the powers of their soul on cleaning up the misery business on earth. You can, yet you don’t. Why? Smartness without wisdom is stupidity. You are smart – yes indeed – but I am sorry – you are stupid at the same time. How can you dream of having a cheese burger on Mars when your own kind on Earth is suffering! How can you think of taking rich kids into the orbit just so they can admire the beauty of earth from the heavens, when that very earth is infested with the primordial evils of human character! Awaken the human within you my friend, and pay attention. Awaken the human within and let it consume all the miseries from the world that you live in. Say a member of your family falls ill, would you ignore his or her misery completely just because you want to make life more comfortable for others than it already is, or would you first try everything in your capacity in order to heal your loved one! Be wise my friend, for it is not enough to be smart. You are smart – there is no doubt about that – so utilize that smartness for humanity and heal your own kind. Heal your kind with your capacity my friend. It is wailing for healers – not some delusional faith healers, but real tangible healers. Would you not do anything! Would you not give your soul to fix the broken soul of this world! Arise my friend, Awake my friend and work for humanity, not to make it sophisticated, but to make it peaceful first. Remember, humanity first, then everything else. Peace first, sophistication later. Harmony first, luxury later.

If you want to make money at some point, remember this, because this is one of the reasons startups win. Big companies want to decrease the standard deviation of design outcomes because they want to avoid disasters. But when you damp oscillations, you lose the high points as well as the low. This is not a problem for big companies, because they don't win by making great products. Big companies win by sucking less than other big companies.” - “The place to fight design wars is in new markets, where no one has yet managed to establish any fortifications. That's where you can win big by taking the bold approach to design, and having the same people both design and implement the product. Microsoft themselves did this at the start. So did Apple. And Hewlett- Packard. I suspect almost every successful startup has.” - “Great software, likewise, requires a fanatical devotion to beauty. If you look inside good software, you find that parts no one is ever supposed to see are beautiful too.” - “The right way to collaborate, I think, is to divide projects into sharply defined modules, each with a definite owner, and with interfaces between them that are as carefully designed and, if possible, as articulated as programming languages. Like painting, most software is intended for a human audience. And so hackers, like painters, must have empathy to do really great work. You have to be able to see things from the user's point of view.” - “It turns out that looking at things from other people's point of view is practically the secret of success.” - “Part of what software has to do is explain itself. So to write good software you have to understand how little users understand. They're going to walk up to the software with no preparation, and it had better do what they guess it will, because they're not going to read the manual.