Your product should sell itself, but that does not mean you don't need salespeople.
What happens to the Microsofts, Oracles and IBMs of the world is that when they get big enough, they don't think they need to bring that same level of focus and energy to the end-user experience.
Innovation is hard because solving problems people didn't know they had & building something no one needs look identical at first.
A lot of being productive personally is determined by how you organize your entire business. You can't separate those two things.
When you're doing something you're passionate about, stress becomes a featurenot a bug.
If you're waiting for encouragement from others, you're doing it wrong. By the time people think an idea is good, it's probably too late.
You intentionally start small, because you will not be able to compete with an incumbent... because the incumbent is always going to go for the full solution.
You want to find the really crazy but still somewhat reasonable outliers within the customer ecosystem.
Read these 3 books - Crossing the Chasm, Innovators Dilemma and Behind the Cloud.
The 10% between 90% done to 100% done takes most of the time, causes most of the stress, but is all of the value.
In the enterprise you want to start intentionally small.
I think because of the iPhone and the fact that we now have a ubiquitous internet, our creativity in the startup space is 10 times different. Every single industry, every single market, is going to be technology-driven in some way. There's an infinite opportunity for startups because now you can go and solve problems that previously looked like they had nothing to do with technology.
My workday begins around 11 A.M., with a cup of black coffee in each hand. If I had more hands, there would be more coffee.
Focus too much on the near-term and you won't get tomorrow's customers, focus too much on the long-term and you won't get today's.
Always look for these changing technology factors- any market that has a significant change in the underlying raw materials ...or enabling factors, is an environment that is about to change in a very significant way.
Entrepreneurship: 10% coach, 20% player, 30% cheerleader, 40% waterboy.
Everything about the enterprise, and then by definition the software the enterprise uses has changed - just in the last 5 years.
Go after the customers that are working in the future, but haven't totally lost their minds.
If you don't go to every level of your company, you distance yourself from the marketplace and from your people.
You can look at the cost structure of an incumbent company and discover: where are they not going to be able to drop their prices... because that business model is fundamental to the existence of the company.
My mom is proud of me. But she might not be too happy about the hours I keep or how little I eat. I wake up so late that it would be inappropriate to have breakfast. At most, I will have a snack in the day and dinner. I realize that it's not the healthiest way to live, but it's all I really have time for.
Listen to your customers, but don't always build exactly what they're telling you. This is a really key distinction around building enterprise software.
It's unfortunate biologically we have to sleep.
I'm certainly not into money and prestige. For me there is simply nothing more exciting than people involved in the creation of great products. That is what drives me.
The best technology is aimed far enough in the future that it stands out, but close enough to the present that it blends in.
Follow AzQuotes on Facebook, Twitter and Google+. Every day we present the best quotes! Improve yourself, find your inspiration, share with friends
or simply: