Reid Hoffman

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 is 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 is 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's 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's 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's 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's 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's 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.

And then when they offer engineers here a job, they say, okay, well, we would like to interview with you. Who are the top three people you work with at your current company? And then just send those three people job offers. That's blitzscaling. Because it's like, well, maybe they're not going to really work out.

And then when they offer engineers here a job, they say, okay, well, we would like to interview with you. Who are the top three people you work with at your current company? And then just send those three people job offers. That's blitzscaling. Because it's like, well, maybe they're not going to really work out.

And then when they offer engineers here a job, they say, okay, well, we would like to interview with you. Who are the top three people you work with at your current company? And then just send those three people job offers. That's blitzscaling. Because it's like, well, maybe they're not going to really work out.

And then when they offer engineers here a job, they say, okay, well, we would like to interview with you. Who are the top three people you work with at your current company? And then just send those three people job offers. That's blitzscaling. Because it's like, well, maybe they're not going to really work out.

And then when they offer engineers here a job, they say, okay, well, we would like to interview with you. Who are the top three people you work with at your current company? And then just send those three people job offers. That's blitzscaling. Because it's like, well, maybe they're not going to really work out.

People think it's a little weird and creepy that they got a job offer out of the blue with a pitch. But it's part of the going fast. And so it's not just profitability. It's efficiency in everything.

People think it's a little weird and creepy that they got a job offer out of the blue with a pitch. But it's part of the going fast. And so it's not just profitability. It's efficiency in everything.

People think it's a little weird and creepy that they got a job offer out of the blue with a pitch. But it's part of the going fast. And so it's not just profitability. It's efficiency in everything.

People think it's a little weird and creepy that they got a job offer out of the blue with a pitch. But it's part of the going fast. And so it's not just profitability. It's efficiency in everything.

People think it's a little weird and creepy that they got a job offer out of the blue with a pitch. But it's part of the going fast. And so it's not just profitability. It's efficiency in everything.

You have to intentionally try to do it. And by the way, Uber is an example of something that had a very chaotic and challenging company culture and had to refactor it to be a good, stable public company as you're getting. And the usual heuristic rule of thumb is that refactoring culture is actually, in fact, really hard. It is hard. It's not necessarily impossibly hard.

You have to intentionally try to do it. And by the way, Uber is an example of something that had a very chaotic and challenging company culture and had to refactor it to be a good, stable public company as you're getting. And the usual heuristic rule of thumb is that refactoring culture is actually, in fact, really hard. It is hard. It's not necessarily impossibly hard.

You have to intentionally try to do it. And by the way, Uber is an example of something that had a very chaotic and challenging company culture and had to refactor it to be a good, stable public company as you're getting. And the usual heuristic rule of thumb is that refactoring culture is actually, in fact, really hard. It is hard. It's not necessarily impossibly hard.