Reid Hoffman

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.

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.

Another one is to think about, all right, even if it's painful to solve something later, like, for example, we were talking about the Uber hiring thing, can we solve that one later? Because the ordering of problems that we need to solve. And some of the risk is we're not going to solve that problem right now. We're not going to be able to measure it right now.

Another one is to think about, all right, even if it's painful to solve something later, like, for example, we were talking about the Uber hiring thing, can we solve that one later? Because the ordering of problems that we need to solve. And some of the risk is we're not going to solve that problem right now. We're not going to be able to measure it right now.

Another one is to think about, all right, even if it's painful to solve something later, like, for example, we were talking about the Uber hiring thing, can we solve that one later? Because the ordering of problems that we need to solve. And some of the risk is we're not going to solve that problem right now. We're not going to be able to measure it right now.

Another one is to think about, all right, even if it's painful to solve something later, like, for example, we were talking about the Uber hiring thing, can we solve that one later? Because the ordering of problems that we need to solve. And some of the risk is we're not going to solve that problem right now. We're not going to be able to measure it right now.

Another one is to think about, all right, even if it's painful to solve something later, like, for example, we were talking about the Uber hiring thing, can we solve that one later? Because the ordering of problems that we need to solve. And some of the risk is we're not going to solve that problem right now. We're not going to be able to measure it right now.

The only way to really measure this is to do it. One of the things that modern consumer internet mobile entrepreneurs have learned is, This thing that's paradoxically called paper testing, which is you put up an ad and you say, here's our thing.

The only way to really measure this is to do it. One of the things that modern consumer internet mobile entrepreneurs have learned is, This thing that's paradoxically called paper testing, which is you put up an ad and you say, here's our thing.

The only way to really measure this is to do it. One of the things that modern consumer internet mobile entrepreneurs have learned is, This thing that's paradoxically called paper testing, which is you put up an ad and you say, here's our thing.

The only way to really measure this is to do it. One of the things that modern consumer internet mobile entrepreneurs have learned is, This thing that's paradoxically called paper testing, which is you put up an ad and you say, here's our thing.

The only way to really measure this is to do it. One of the things that modern consumer internet mobile entrepreneurs have learned is, This thing that's paradoxically called paper testing, which is you put up an ad and you say, here's our thing.

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?