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Andrew Przybylski

@andrewprzybylski

Darren Blaine Day

@thurston

There is a natural tendency for people in such staff functions, often with the best of intentions, to prove their worth by finding ways to “add value”, devising rules and procedures, building up expertise, finding new problems to solve. Ultimately, they concentrate power and decision-making away from the frontline. People there feel disempowered: t

Frédéric Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness

If you can’t afford to pay your best employees top of market, then let go of some of the less fabulous people in order to do so. That way, the talent will become even denser.

Reed Hastings • No Rules Rules: Netflix and the Culture of Reinvention

Rand Littlestone

@rand524

The One Minute Manager.

Ben Horowitz • The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers

As a rough benchmark for evaluating startups at Andreessen Horowitz, I often look for a minimum baseline of 60 percent retention after day 1, 30 percent after day 7, and 15 percent at day 30, where the curve eventually levels out.

Andrew Chen • The Cold Start Problem: How to Start and Scale Network Effects

This is Paul Graham.

Moi Jamri • 34 cards

Nan: Yeah. I don't want you spending your entire day in Linear, right? Like that would be like a kind of failure mode for us if somebody just spent their entire life managing issues here and there.

So I think the utopian vision is that a lot of people who use Linear don't even know they're doing it. There's a big piece of what we're trying to