Reid Hoffman

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.

You definitely keep a vibrant culture and high performance and high quality talent. The nature of the game changes as you change size.

You definitely keep a vibrant culture and high performance and high quality talent. The nature of the game changes as you change size.

You definitely keep a vibrant culture and high performance and high quality talent. The nature of the game changes as you change size.

You definitely keep a vibrant culture and high performance and high quality talent. The nature of the game changes as you change size.

You definitely keep a vibrant culture and high performance and high quality talent. The nature of the game changes as you change size.

How you run communications, how you make decisions, how you pivot or readjust something. All of this changes. Which risks are you willing to take? Like, for example, Facebook went, And people thought this was different, but it was like move fast and break things to move fast with scalable infrastructure. And it was like, oh, you got wise and you changed your theory of moving fast. No, no, no.

How you run communications, how you make decisions, how you pivot or readjust something. All of this changes. Which risks are you willing to take? Like, for example, Facebook went, And people thought this was different, but it was like move fast and break things to move fast with scalable infrastructure. And it was like, oh, you got wise and you changed your theory of moving fast. No, no, no.

How you run communications, how you make decisions, how you pivot or readjust something. All of this changes. Which risks are you willing to take? Like, for example, Facebook went, And people thought this was different, but it was like move fast and break things to move fast with scalable infrastructure. And it was like, oh, you got wise and you changed your theory of moving fast. No, no, no.

How you run communications, how you make decisions, how you pivot or readjust something. All of this changes. Which risks are you willing to take? Like, for example, Facebook went, And people thought this was different, but it was like move fast and break things to move fast with scalable infrastructure. And it was like, oh, you got wise and you changed your theory of moving fast. No, no, no.

How you run communications, how you make decisions, how you pivot or readjust something. All of this changes. Which risks are you willing to take? Like, for example, Facebook went, And people thought this was different, but it was like move fast and break things to move fast with scalable infrastructure. And it was like, oh, you got wise and you changed your theory of moving fast. No, no, no.

What we realized was in our very earliest days, move fast and break things was the way to optimize speed. And then in our later days, the way to optimize speed was move fast with stable infrastructure because we broke the infrastructure. It was too hard to fix. And we suddenly were moving slower. So it's still both speed principles.

What we realized was in our very earliest days, move fast and break things was the way to optimize speed. And then in our later days, the way to optimize speed was move fast with stable infrastructure because we broke the infrastructure. It was too hard to fix. And we suddenly were moving slower. So it's still both speed principles.

What we realized was in our very earliest days, move fast and break things was the way to optimize speed. And then in our later days, the way to optimize speed was move fast with stable infrastructure because we broke the infrastructure. It was too hard to fix. And we suddenly were moving slower. So it's still both speed principles.

What we realized was in our very earliest days, move fast and break things was the way to optimize speed. And then in our later days, the way to optimize speed was move fast with stable infrastructure because we broke the infrastructure. It was too hard to fix. And we suddenly were moving slower. So it's still both speed principles.

What we realized was in our very earliest days, move fast and break things was the way to optimize speed. And then in our later days, the way to optimize speed was move fast with stable infrastructure because we broke the infrastructure. It was too hard to fix. And we suddenly were moving slower. So it's still both speed principles.

Well, there's a couple of quick hacks on every major decision, maybe not surprising from the co-founder of LinkedIn, is I think, who are the three to five people I'd most want to talk to about this? Because it's kind of like, where would they give me knowledge, expertise, different cognitive tool set, different analytic framework, et cetera?

Well, there's a couple of quick hacks on every major decision, maybe not surprising from the co-founder of LinkedIn, is I think, who are the three to five people I'd most want to talk to about this? Because it's kind of like, where would they give me knowledge, expertise, different cognitive tool set, different analytic framework, et cetera?

Well, there's a couple of quick hacks on every major decision, maybe not surprising from the co-founder of LinkedIn, is I think, who are the three to five people I'd most want to talk to about this? Because it's kind of like, where would they give me knowledge, expertise, different cognitive tool set, different analytic framework, et cetera?

Well, there's a couple of quick hacks on every major decision, maybe not surprising from the co-founder of LinkedIn, is I think, who are the three to five people I'd most want to talk to about this? Because it's kind of like, where would they give me knowledge, expertise, different cognitive tool set, different analytic framework, et cetera?