This post explores my key takeaways from CS183C. I noticed several similarities chemical reactions…
The transition of a startup from the “tribe” to “village/city” stage creates an imminent need for the founder to grow into the role of a leader. This essay focuses on all aspects of this transition that I find intriguing and how they relate to the principles of…
Thoughts on the OS3 and OS4 Sessions in Stanford’s CS183C(recurring themes, and ideas which surprised or resonated with me)
There are ways to fail at being a 450 person company… there are a lot of failures at this point… so when you look at the current giants they’re not just there because “oh I got the right app and I had the right product market fit and now I just hang on to it and I just do what any…
I am taking CS183C (Technology enabled Blitzscaling) this quarter at Stanford. Prompt for this week: Write about how the principles of blitzscaling change as you achieve real scale (e.g. Village, City). Focus on things which: a) resonated the most with you and…
We’ve heard several stories from people who spent many years working at one company — as a founder, executive or…
Applying the principles of blitzscaling to your company as you hire your very first set of employees, get more users and transition into the “tribe” stage.
Read the first part of this essay here.
Thoughts on the OS2 Lectures in Stanford’s CS183C(ideas which surprised or resonated with me)Part I of II
They say that if you don’t know if you have product-market fit, you don’t have it. Once you know you have it, however, the question at hand becomes “when and how quickly do we scale?”
One of the most important duties of a founder is hiring. Especially in the early days, each new employee added to the…