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Justin FikePhenominal insider perspective on startups. Needs translating for non-tech companies.
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F Mably fail quickly enough that you can return to academic life. And if it succeeds,
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sven duzontstartup,business
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don't have a lot
of meetings; don't have chunks of code that multiple people own;
don't have a sales guy running the company; don't make a high-end
product; don't let your code get too big; don't leave finding bugs
to QA people; don't go too long between releases; don't isolate
developers from users; -
The most important way to not spend money is by not hiring people
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Like most startups, we changed our plan on the fly. At first we expected our customers to be Web consultants. But it turned out they didn't like us, because our software was easy to use and we hosted the site. It would be too easy for clients to fire them. We also thought we'd be able to sign up a lot of catalog companies, because selling online was a natural extension of their existing business. But in 1996 that was a hard sell. The middle managers we talked to at catalog companies saw the Web not as an opportunity, but as something that meant more work for them.
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(This essay is derived from a talk at the Harvard Computer Society. It's not meant to be complete; I skipped some topics I've already written about in "How to Make Wealth," in Hackers & Painters.)
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