Reid Hoffman

If the cost and time is too great, you just make the decision, go with X. and you live with it. And maybe sometimes part of X and Y is, is it a one-way door or two-way door? Because if you can recover from it, you're less likely to go do the research about should you decide Y versus X?

If the cost and time is too great, you just make the decision, go with X. and you live with it. And maybe sometimes part of X and Y is, is it a one-way door or two-way door? Because if you can recover from it, you're less likely to go do the research about should you decide Y versus X?

This hyper-competitive game of blitzscaling is something that we have learned to do. And you don't do blitzscaling as a goal unto itself. You do it as a competitive tool relative to being first prize versus second or third because your particular industry, your particular company, your particular potential industry transformation is worth it.

This hyper-competitive game of blitzscaling is something that we have learned to do. And you don't do blitzscaling as a goal unto itself. You do it as a competitive tool relative to being first prize versus second or third because your particular industry, your particular company, your particular potential industry transformation is worth it.

This hyper-competitive game of blitzscaling is something that we have learned to do. And you don't do blitzscaling as a goal unto itself. You do it as a competitive tool relative to being first prize versus second or third because your particular industry, your particular company, your particular potential industry transformation is worth it.

This hyper-competitive game of blitzscaling is something that we have learned to do. And you don't do blitzscaling as a goal unto itself. You do it as a competitive tool relative to being first prize versus second or third because your particular industry, your particular company, your particular potential industry transformation is worth it.

This hyper-competitive game of blitzscaling is something that we have learned to do. And you don't do blitzscaling as a goal unto itself. You do it as a competitive tool relative to being first prize versus second or third because your particular industry, your particular company, your particular potential industry transformation is worth it.

Part of this practice, it gets you comfortable with making decisions at a really intense speed where you're uncomfortable with it because you don't know everything when you're making the decision. And that was one of our many ethoses at PayPal that allowed us to navigate this just like lots of things almost blew us up. And it was definitely a X-wing fighter going into the Death Star,

Part of this practice, it gets you comfortable with making decisions at a really intense speed where you're uncomfortable with it because you don't know everything when you're making the decision. And that was one of our many ethoses at PayPal that allowed us to navigate this just like lots of things almost blew us up. And it was definitely a X-wing fighter going into the Death Star,

Part of this practice, it gets you comfortable with making decisions at a really intense speed where you're uncomfortable with it because you don't know everything when you're making the decision. And that was one of our many ethoses at PayPal that allowed us to navigate this just like lots of things almost blew us up. And it was definitely a X-wing fighter going into the Death Star,

Part of this practice, it gets you comfortable with making decisions at a really intense speed where you're uncomfortable with it because you don't know everything when you're making the decision. And that was one of our many ethoses at PayPal that allowed us to navigate this just like lots of things almost blew us up. And it was definitely a X-wing fighter going into the Death Star,

Part of this practice, it gets you comfortable with making decisions at a really intense speed where you're uncomfortable with it because you don't know everything when you're making the decision. And that was one of our many ethoses at PayPal that allowed us to navigate this just like lots of things almost blew us up. And it was definitely a X-wing fighter going into the Death Star,

oh my gosh, are we going to live or die on this? We succeeded.

oh my gosh, are we going to live or die on this? We succeeded.

oh my gosh, are we going to live or die on this? We succeeded.

oh my gosh, are we going to live or die on this? We succeeded.

oh my gosh, are we going to live or die on this? We succeeded.

Typically, obviously, people in business schools teach reduce uncertainty and prioritize learning for efficiency. But if what you're doing is saying, well, we really need to get to scale very fast relative to either our market because of a scale mechanic or because of competition, then You'll say, which risk can we take to get to that scale product market fit much faster than our competition?

Typically, obviously, people in business schools teach reduce uncertainty and prioritize learning for efficiency. But if what you're doing is saying, well, we really need to get to scale very fast relative to either our market because of a scale mechanic or because of competition, then You'll say, which risk can we take to get to that scale product market fit much faster than our competition?

Typically, obviously, people in business schools teach reduce uncertainty and prioritize learning for efficiency. But if what you're doing is saying, well, we really need to get to scale very fast relative to either our market because of a scale mechanic or because of competition, then You'll say, which risk can we take to get to that scale product market fit much faster than our competition?