Reid Hoffman

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?

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.

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.

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.

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.

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 would I predict that that would be very helpful in this particular decision? And frequently, those people, while you have a lot of great people in your company, there's a lot of them who are in any particular decision outside your company. And that's part of the thing of like, okay, what would it take to go get that? Would I get the right, what kind of information I get?

And would I predict that that would be very helpful in this particular decision? And frequently, those people, while you have a lot of great people in your company, there's a lot of them who are in any particular decision outside your company. And that's part of the thing of like, okay, what would it take to go get that? Would I get the right, what kind of information I get?

And would I predict that that would be very helpful in this particular decision? And frequently, those people, while you have a lot of great people in your company, there's a lot of them who are in any particular decision outside your company. And that's part of the thing of like, okay, what would it take to go get that? Would I get the right, what kind of information I get?

And would I predict that that would be very helpful in this particular decision? And frequently, those people, while you have a lot of great people in your company, there's a lot of them who are in any particular decision outside your company. And that's part of the thing of like, okay, what would it take to go get that? Would I get the right, what kind of information I get?

And would I predict that that would be very helpful in this particular decision? And frequently, those people, while you have a lot of great people in your company, there's a lot of them who are in any particular decision outside your company. And that's part of the thing of like, okay, what would it take to go get that? Would I get the right, what kind of information I get?

And Nation is kind of the placeholder for public company, you know, thousands of employees, et cetera. And just saying, hey, this doesn't The rules here change, too. And your mistake is trying to run the same way as you might be even in the 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 doesn't The rules here change, too. And your mistake is trying to run the same way as you might be even in the 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 doesn't The rules here change, too. And your mistake is trying to run the same way as you might be even in the 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 doesn't The rules here change, too. And your mistake is trying to run the same way as you might be even in the 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 doesn't The rules here change, too. And your mistake is trying to run the same way as you might be even in the village when you're in a nation, even though you're, of course, trying to keep speed.

Would I be unknown and I would try, et cetera. So that's one. Because analyzing the risks is knowing which only few things to focus on and which other things to really just ignore. Because one of the, as you know, blitzscaling rules are like embrace chaos and let fires burn because you're like, we'll solve that later. We don't have to solve everything right now. We can only focus on a few things.

Would I be unknown and I would try, et cetera. So that's one. Because analyzing the risks is knowing which only few things to focus on and which other things to really just ignore. Because one of the, as you know, blitzscaling rules are like embrace chaos and let fires burn because you're like, we'll solve that later. We don't have to solve everything right now. We can only focus on a few things.

Would I be unknown and I would try, et cetera. So that's one. Because analyzing the risks is knowing which only few things to focus on and which other things to really just ignore. Because one of the, as you know, blitzscaling rules are like embrace chaos and let fires burn because you're like, we'll solve that later. We don't have to solve everything right now. We can only focus on a few things.

Would I be unknown and I would try, et cetera. So that's one. Because analyzing the risks is knowing which only few things to focus on and which other things to really just ignore. Because one of the, as you know, blitzscaling rules are like embrace chaos and let fires burn because you're like, we'll solve that later. We don't have to solve everything right now. We can only focus on a few things.