Reid Hoffman

You can provide an ad at what is a lower cost to you and a higher price to your customer and have a higher margin revenue than your competitor that's trying to sell something. And so its network effect is in the AdWords. So part of when you're looking for these mega-scale businesses, usually there's some interesting network effects that really power them.

You can provide an ad at what is a lower cost to you and a higher price to your customer and have a higher margin revenue than your competitor that's trying to sell something. And so its network effect is in the AdWords. So part of when you're looking for these mega-scale businesses, usually there's some interesting network effects that really power them.

And we said, look, when you're getting to each of these things, what got you here won't get you there. When you're at the earliest stage, it's like, you know, a couple of people, maybe you met one of them, you hired them, you're all in a room. Communication isn't really an issue. Company culture is usually like, well, we went out for beets and a beer and we talked about it.

And we said, look, when you're getting to each of these things, what got you here won't get you there. When you're at the earliest stage, it's like, you know, a couple of people, maybe you met one of them, you hired them, you're all in a room. Communication isn't really an issue. Company culture is usually like, well, we went out for beets and a beer and we talked about it.

And we said, look, when you're getting to each of these things, what got you here won't get you there. When you're at the earliest stage, it's like, you know, a couple of people, maybe you met one of them, you hired them, you're all in a room. Communication isn't really an issue. Company culture is usually like, well, we went out for beets and a beer and we talked about it.

And we said, look, when you're getting to each of these things, what got you here won't get you there. When you're at the earliest stage, it's like, you know, a couple of people, maybe you met one of them, you hired them, you're all in a room. Communication isn't really an issue. Company culture is usually like, well, we went out for beets and a beer and we talked about it.

And we said, look, when you're getting to each of these things, what got you here won't get you there. When you're at the earliest stage, it's like, you know, a couple of people, maybe you met one of them, you hired them, you're all in a room. Communication isn't really an issue. Company culture is usually like, well, we went out for beets and a beer and we talked about it.

And that's our company culture. Like we figured out what we're doing. And as you get larger, all of these things change. In the very earliest, everyone's working. And then you get to, there's people who are working and being managers. Then you get, there's people just being managers. Then you get people who are managing managers. And each of these things change at levels of scale as you go up.

And that's our company culture. Like we figured out what we're doing. And as you get larger, all of these things change. In the very earliest, everyone's working. And then you get to, there's people who are working and being managers. Then you get, there's people just being managers. Then you get people who are managing managers. And each of these things change at levels of scale as you go up.

And that's our company culture. Like we figured out what we're doing. And as you get larger, all of these things change. In the very earliest, everyone's working. And then you get to, there's people who are working and being managers. Then you get, there's people just being managers. Then you get people who are managing managers. And each of these things change at levels of scale as you go up.

And that's our company culture. Like we figured out what we're doing. And as you get larger, all of these things change. In the very earliest, everyone's working. And then you get to, there's people who are working and being managers. Then you get, there's people just being managers. Then you get people who are managing managers. And each of these things change at levels of scale as you go up.

And that's our company culture. Like we figured out what we're doing. And as you get larger, all of these things change. In the very earliest, everyone's working. And then you get to, there's people who are working and being managers. Then you get, there's people just being managers. Then you get people who are managing managers. And each of these things change at levels of scale as you go up.

How you run communications, how you make decisions, how you pivot or readjust something. All of this changes. Which risks are you willing to take? Like, for example, Facebook went, And people thought this was different, but it was like move fast and break things to move fast with scalable infrastructure. And it was like, oh, you got wise and you changed your theory of moving fast. No, no, no.

How you run communications, how you make decisions, how you pivot or readjust something. All of this changes. Which risks are you willing to take? Like, for example, Facebook went, And people thought this was different, but it was like move fast and break things to move fast with scalable infrastructure. And it was like, oh, you got wise and you changed your theory of moving fast. No, no, no.

How you run communications, how you make decisions, how you pivot or readjust something. All of this changes. Which risks are you willing to take? Like, for example, Facebook went, And people thought this was different, but it was like move fast and break things to move fast with scalable infrastructure. And it was like, oh, you got wise and you changed your theory of moving fast. No, no, no.

How you run communications, how you make decisions, how you pivot or readjust something. All of this changes. Which risks are you willing to take? Like, for example, Facebook went, And people thought this was different, but it was like move fast and break things to move fast with scalable infrastructure. And it was like, oh, you got wise and you changed your theory of moving fast. No, no, no.

How you run communications, how you make decisions, how you pivot or readjust something. All of this changes. Which risks are you willing to take? Like, for example, Facebook went, And people thought this was different, but it was like move fast and break things to move fast with scalable infrastructure. And it was like, oh, you got wise and you changed your theory of moving fast. No, no, no.

So the basic idea was to say, when you're hyperscaling to a market, obviously everyone wants to have as much revenue and as much customers in our house per employee is one of the ways to benchmark businesses. But almost all businesses also get to growing their employee base for various reasons.

So the basic idea was to say, when you're hyperscaling to a market, obviously everyone wants to have as much revenue and as much customers in our house per employee is one of the ways to benchmark businesses. But almost all businesses also get to growing their employee base for various reasons.

So the basic idea was to say, when you're hyperscaling to a market, obviously everyone wants to have as much revenue and as much customers in our house per employee is one of the ways to benchmark businesses. But almost all businesses also get to growing their employee base for various reasons.