Reid Hoffman

And that's essentially, and that's part of the reason why like Airbnb is one of the, as you know, is one of the examples that we open blitzscaling the book up with to kind of show a modern example of these are a set of decisions that you make. And then I forget which chapter, but there's like eight counterintuitive rules in blitzscaling in the middle, which is like embracing chaos and hiring Ms.

And that's essentially, and that's part of the reason why like Airbnb is one of the, as you know, is one of the examples that we open blitzscaling the book up with to kind of show a modern example of these are a set of decisions that you make. And then I forget which chapter, but there's like eight counterintuitive rules in blitzscaling in the middle, which is like embracing chaos and hiring Ms.

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.

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.

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.

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.

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.

Right now versus Ms. Right in three to five years. Because again, with the learning curve, those are all things you're doing to go, go fast now, go fast now, go fast now and iterate and change. And that's part of why Silicon Valley produces just transformational technology companies for the world.

Right now versus Ms. Right in three to five years. Because again, with the learning curve, those are all things you're doing to go, go fast now, go fast now, go fast now and iterate and change. And that's part of why Silicon Valley produces just transformational technology companies for the world.

Right now versus Ms. Right in three to five years. Because again, with the learning curve, those are all things you're doing to go, go fast now, go fast now, go fast now and iterate and change. And that's part of why Silicon Valley produces just transformational technology companies for the world.

Right now versus Ms. Right in three to five years. Because again, with the learning curve, those are all things you're doing to go, go fast now, go fast now, go fast now and iterate and change. And that's part of why Silicon Valley produces just transformational technology companies for the world.

Right now versus Ms. Right in three to five years. Because again, with the learning curve, those are all things you're doing to go, go fast now, go fast now, go fast now and iterate and change. And that's part of why Silicon Valley produces just transformational technology companies for the world.

Yes, or any form of efficiency. One of the things that I learned remotely from Uber, because they were another blood-scaling company, we covered elements of in the book, is one of the things when Uber is like, oh my God, we need to hire engineers really fast. So what they would do is they'd interview an engineer, reference check an engineer, and they'd offer engineer Sarah a job.

Yes, or any form of efficiency. One of the things that I learned remotely from Uber, because they were another blood-scaling company, we covered elements of in the book, is one of the things when Uber is like, oh my God, we need to hire engineers really fast. So what they would do is they'd interview an engineer, reference check an engineer, and they'd offer engineer Sarah a job.

Yes, or any form of efficiency. One of the things that I learned remotely from Uber, because they were another blood-scaling company, we covered elements of in the book, is one of the things when Uber is like, oh my God, we need to hire engineers really fast. So what they would do is they'd interview an engineer, reference check an engineer, and they'd offer engineer Sarah a job.

Yes, or any form of efficiency. One of the things that I learned remotely from Uber, because they were another blood-scaling company, we covered elements of in the book, is one of the things when Uber is like, oh my God, we need to hire engineers really fast. So what they would do is they'd interview an engineer, reference check an engineer, and they'd offer engineer Sarah a job.

Yes, or any form of efficiency. One of the things that I learned remotely from Uber, because they were another blood-scaling company, we covered elements of in the book, is one of the things when Uber is like, oh my God, we need to hire engineers really fast. So what they would do is they'd interview an engineer, reference check an engineer, and they'd offer engineer Sarah a job.

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?