#1 NYT Bestseller. source Legendary entrepreneur and investor. Peter Thiel shows how to build a great business—and a better future. Get the book. When you start a new business in an industry that already exists, writes PayPal founder Peter Thiel in his book Zero to One, you are adding more of something to . Click here caite.info?book= PDF DOWNLOAD PDF FREE DOWNLOAD Zero to One: Notes on.
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Zero to One is about how to build companies that create new things. tooN detailed class notes, which circulated far beyond the campus, and in Zero to One. Zero to one: notes on startups, or how to build the future / Peter Thiel with Blake Masters. Zero to One is about how to build companies that create new things. Zero To One By Peter Thiel: Free Download & Streaming: Internet Archive Get it here in whatever format Please download it from here in pdf for free of cost!.
The author says that the wars start for trivial reasons and keep going without any real reason. But seeing yourself as the dark horse upsetting the world only brings trouble. Book details Author: Full Name Comment goes here. Are you sure you want to Yes No.
Peter Thiel shows you how a unicorn founder think. Zero to One indeed is not a how-to manual, but a book on mindsets.
Every major moment in business happens one time only. Your best bet then is to learn the mindset of going from zero to one:. If things change drastically over the course of a decade, than the future is now. The author says that nobody can see the future, but we know two things about it: Thiel talks about two different kinds of changes: Horizontal means incremental improvements on what exists already.
Vertical improvement means doing something completely new. That means going from Zero to One. Peter Thiel says that globalization is a horizontal change: China wants to be and do as the United States does. But without radical changes in technology, the world cannot sustain billions of people living with the same US standards. The author says that in some big and dysfunctional corporations entrenched interests work as roadblock to change and politicking is more important than getting work done.
On the other hand, a startup most valuable asset is a new way of thinking. What a startup must do is question ideas and rethinking businesses.
Brilliant thinking is rare, but courage is in even shorter supply Click To Tweet. But the dot.
It had some clarity and vision. He says we need to look into the future, think big and we need that hubris to achieve it read Bold by Peter Diamandis for more on moonshots and big dreams. My note: Possibly, Zero to One helped shape this culture. The most contrarian thing of all is not to oppose the crow but to think for yourself Click To Tweet. Peter Thiel talks in this chapter about monopolies and perfect competition. Google is such an example of a company achieving monopoly for having gone from zero to one.
Basically, they say the opposite: Businesses in a competitive market instead define their markets very narrowly so they can dominate it. But what if the market is not Tajikistani food but simply all the restaurants? Basically, this is the same old principle of the noisiest man in the room: Thiel says monopolies are the best companies in the world. All happy companies are different because they solved a unique problem or came up with a unique, life-changing product.
All failed companies instead are the same: The author says that the wars start for trivial reasons and keep going without any real reason. Microsoft VS Google is such an example, taking on each other with a myriad of competing products.
Until Apple came along and focused on innovating instead of battling. Thiel says competition is a destructing force instead, and exemplifies his alliance and merger with former competitor Elon Musk to build, together, Paypal.
Peter Thiel takes on the short term culture pervading many startups.
He says the most fundamental question instead is: Peter Thiel says disruption has become a buzzword for anything that wants to sound trendy and new. When you call yourself disruptive you look at yourself through the eyes of other companies that become the old and the enemies.
But your act of creation should be the focus, not on disrupting and upsetting this or that industry. Also, when you see yourself as the dark horse rebel you become focused on roadblocks and enemies. But seeing yourself as the dark horse upsetting the world only brings trouble. Think about Napster, Thiel says, who wanted to take on the whole music industry. Troublemakers are sent to jail, and troublemaker companies are sent to chapter 11 courts.
Don't disrupt: It should be a tactical move, but not your goal. You do that by dominating a niche first and then expanding from there.
He says the phenomenon of successful serial entrepreneur calls into question the luck logic. My Note: Or even thrice. Pretty sure there are several double lottery winners in the world also read: Fooled by Randomness.
The author talks further about pessimists and optimists and about Lean Methodologies. He says six sigma and lean methodology is about incremental improvements and will not get you from zero to one. Thiel says that anyone without a salary or stock options is misaligned with the company interests.
The hiring decision should be binary: Another interesting trend the author found which was illuminating for me was that the less the company pays its CEO, the better it does. Too high salary make CEOs behave more like politician busy defending the status quo.
A low salary also sets an example for the rest of the company. I can so relate to this. As a kid first learning about Columbus and the explorers I always thought the world by now had it all figured it out. The author says indeed that early mistakes are often very costly. The constitution hardly ever changed even though an update would be beneficial.
Similarly early mistakes in choosing your co-founders or even early employees are damn hard to correct. Often the beginning of a relationship is full of excitement, but when it dissipates, if major rifts take place, they can easily take the whole company down. Thiel says that these days he only invests in startups where the founders share a history and knew each other long before they started pitching VCs.
Thiel says that a clear structure and clear responsibilities will help keep people in line in the long run. A basic structure tells you who:.
The author says that distributing ownership in theory gives everyone incentives, but it also multiplies the chances for dis-alignment and internal power struggles. Keep the board small then. Similarly, everyone should be doing one thing and evaluated for that one thing only. My Note 1: SlideShare Explore Search You. Submit Search. Successfully reported this slideshow. We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads.
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