“The distance is measured the same way no matter which where you look at it from, top-down or bottom-up. The distance between success and failure, is that tiny. You just don’t know it. The guys who have been complete and utter failures at their startups, could have been just 3 days away from being superstars. they just didn’t know it, that they could have just dug in and walked one more mile, and made it.”
— Shai Agassi, at his talk at Stanford titled “The Physics of Startups“
Archive for the ‘failure’ Category
The distance between success and failure, is _that_ tiny
Monday, September 8th, 2008Talk is cheap – doing is a lot harder
Tuesday, August 26th, 2008It is not the critic who counts, not the man who points out how the strong man stumbled, or where the doer of deeds could have done better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood, who strives valiantly, who errs and comes short again and again, who knows the great enthusiasms, the great devotions, and spends himself in a worthy cause, who at best knows achievement and who at the worst if he fails at least fails while daring greatly so that his place shall never be with those cold and timid souls who know neither victory nor defeat.
— Theodore Roosevelt, from a speech given in Paris at the Sorbonne in 1910
Pains that heal and those that don’t.
Sunday, June 1st, 2008In life, some problems can be solved by throwing money at the problem (e.g. growing pains in scaling up (or down) operations in your fledgling tech startup? invest in cloud computing). However, there are certainly some problems that cannot be solved even with deep pockets (e.g. Microsoft can’t for all its might and power build a Google-killer).
I’m reminded of this money-can-help vs. no-money-can-help problem in this series of Paulo Coelho’s Reflections of the Warrior of the Light. Some sufferings can heal. Some cannot. Pick wisely what you wish to suffer.
A warrior of the light never acts in a cowardly fashion.
Fight may be an excellent art of defense, but it cannot be used when fear is great. When in doubt, the warrior prefers to risk defeat and then cure his wounds – because he knows that if he runs away, he is giving his aggressor more power than he deserves.
He can cure physical suffering, but will be persecuted forever for any spiritual weakness.
Faced with difficult and painful moments, the warrior faces unfavorable circumstances with heroism, resignation and courage.
100% odds
Sunday, May 25th, 2008Being a computer scientist and math nerd, I like numbers. I like stats. I like probability, and I like to calculate risks. However, life is not so simple such that everything can be nicely fit into a mathematical equation that would compute and balance (although I wish!)
I think that’s the main reason techies don’t cope very well with uncertainty and when things are ambiguous. Anything that don’t fit the cookie cutter mould is shied away from. However, as an entrepreneur, one *must* thrive in a fast-paced and dynamic environment, watching out for land mines and charging ahead into the unknown. I saw this quote on YC/Hacker News today and loved it.
100% of people who succeeded tried. 100% of people who did not try failed.
Innovation lessons from Pixar
Thursday, May 1st, 2008The McKinsey Quarterly has a really interesting piece on innovation at Pixar–the company who brought you Toy Story, Finding Nemo, and Ratatouille. Keep in mind that Pixar was purchased by the Walt Disney Company from Steve Jobs, the turn around artist and saviour of Apple (Apple Computer, who brought you the iPod), whose company in turn have Eric Schmidt (the CEO of a small little company despised by the behemoth Microsoft) on their board of directors.
Google and Apple are both well known for being innovators in their respective core markets, and suffice to say that they both share some innovation DNA from the top–and Pixar, through its relationship with Steve Jobs would probably have benefited from some of the common DNA between the two. Here are some of the highlights of this article, in which Oscar-winning director Brad Bird was asked about how he managed innovation.
The first step in achieving the impossible is believing that the impossible can be achieved. There was a point during the making of The Incredibles where we had a company meeting. We have them about twice a year, and anybody can bring up concerns. Somebody raised their hand and said, “Is The Incredibles too ambitious?” Ed Catmull said, “I don’t know” and looked over at me. I just said, “No! If there’s one studio that needs to be doing stuff that is ‘too ambitious,’ it’s this one. You guys have had nothing but success. What do you do with it? You don’t play it safe—you do something that scares you, that’s at the edge of your capabilities, where you might fail. That’s what gets you up in the morning.”
