Reid Hoffman

But those changes, because, for example, move fast and break things work totally fine when you're 40 people. When you're 500 people and the infrastructure breaking and everything breaks— You know, let's keep the infrastructure running, however many other things we may be breaking as we're moving fast. So all of those things go into the different levels.

And so the thought was, as you're getting the scale product market fit, one of the challenges you have is you're scaling the size of your operation and all of these different vectors. And so that proxies to number of employees. And so we broke it up into the five categories that you just outlined. Thank you.

And so the thought was, as you're getting the scale product market fit, one of the challenges you have is you're scaling the size of your operation and all of these different vectors. And so that proxies to number of employees. And so we broke it up into the five categories that you just outlined. Thank you.

And so the thought was, as you're getting the scale product market fit, one of the challenges you have is you're scaling the size of your operation and all of these different vectors. And so that proxies to number of employees. And so we broke it up into the five categories that you just outlined. Thank you.

And so the thought was, as you're getting the scale product market fit, one of the challenges you have is you're scaling the size of your operation and all of these different vectors. And so that proxies to number of employees. And so we broke it up into the five categories that you just outlined. Thank you.

And so the thought was, as you're getting the scale product market fit, one of the challenges you have is you're scaling the size of your operation and all of these different vectors. And so that proxies to number of employees. And so we broke it up into the five categories that you just outlined. Thank you.

And we said, look, when you're getting to each of these things, what got you here won't get you there. When you're at the earliest stage, it's like, you know, a couple of people, maybe you met one of them, you hired them, you're all in a room. Communication isn't really an issue. Company culture is usually like, well, we went out for beets and a beer and we talked about it.

And we said, look, when you're getting to each of these things, what got you here won't get you there. When you're at the earliest stage, it's like, you know, a couple of people, maybe you met one of them, you hired them, you're all in a room. Communication isn't really an issue. Company culture is usually like, well, we went out for beets and a beer and we talked about it.

And we said, look, when you're getting to each of these things, what got you here won't get you there. When you're at the earliest stage, it's like, you know, a couple of people, maybe you met one of them, you hired them, you're all in a room. Communication isn't really an issue. Company culture is usually like, well, we went out for beets and a beer and we talked about it.

And we said, look, when you're getting to each of these things, what got you here won't get you there. When you're at the earliest stage, it's like, you know, a couple of people, maybe you met one of them, you hired them, you're all in a room. Communication isn't really an issue. Company culture is usually like, well, we went out for beets and a beer and we talked about it.

And we said, look, when you're getting to each of these things, what got you here won't get you there. When you're at the earliest stage, it's like, you know, a couple of people, maybe you met one of them, you hired them, you're all in a room. Communication isn't really an issue. Company culture is usually like, well, we went out for beets and a beer and we talked about it.

And Nation is kind of the placeholder for public company, you know, thousands of employees, et cetera, and just saying, hey, this works. The rules here change too, and your mistake is trying to run the same way as you might be even in a village when you're in a nation, even though you're, of course, trying to keep speed.

And Nation is kind of the placeholder for public company, you know, thousands of employees, et cetera, and just saying, hey, this works. The rules here change too, and your mistake is trying to run the same way as you might be even in a village when you're in a nation, even though you're, of course, trying to keep speed.

And Nation is kind of the placeholder for public company, you know, thousands of employees, et cetera, and just saying, hey, this works. The rules here change too, and your mistake is trying to run the same way as you might be even in a village when you're in a nation, even though you're, of course, trying to keep speed.

And Nation is kind of the placeholder for public company, you know, thousands of employees, et cetera, and just saying, hey, this works. The rules here change too, and your mistake is trying to run the same way as you might be even in a village when you're in a nation, even though you're, of course, trying to keep speed.

And Nation is kind of the placeholder for public company, you know, thousands of employees, et cetera, and just saying, hey, this works. The rules here change too, and your mistake is trying to run the same way as you might be even in a village when you're in a nation, even though you're, of course, trying to keep speed.

And that's our company culture. Like we figured out what we're doing. And as you get larger, all of these things change. In the very earliest, everyone's working. And then you get to, there's people who are working and being managers. Then you get, there's people just being managers. Then you get people who are managing managers. And each of these things change at levels of scale as you go up.

And that's our company culture. Like we figured out what we're doing. And as you get larger, all of these things change. In the very earliest, everyone's working. And then you get to, there's people who are working and being managers. Then you get, there's people just being managers. Then you get people who are managing managers. And each of these things change at levels of scale as you go up.

And that's our company culture. Like we figured out what we're doing. And as you get larger, all of these things change. In the very earliest, everyone's working. And then you get to, there's people who are working and being managers. Then you get, there's people just being managers. Then you get people who are managing managers. And each of these things change at levels of scale as you go up.

And that's our company culture. Like we figured out what we're doing. And as you get larger, all of these things change. In the very earliest, everyone's working. And then you get to, there's people who are working and being managers. Then you get, there's people just being managers. Then you get people who are managing managers. And each of these things change at levels of scale as you go up.