Safi Bahcall

I mean, there were hundreds of music, little devices, and a bunch of people came in with that idea. He created the system. He helped design the system, which allowed that idea to flourish. And in some ways, that's what Loonshots is about. It's less about you as a leader or a manager need to be the person coming up with the idea. Steve Jobs didn't invent the iPod.

I mean, there were hundreds of music, little devices, and a bunch of people came in with that idea. He created the system. He helped design the system, which allowed that idea to flourish. And in some ways, that's what Loonshots is about. It's less about you as a leader or a manager need to be the person coming up with the idea. Steve Jobs didn't invent the iPod.

Andy Jassy didn't create the concept for web services. Neither did Bezos. What Bezos did extremely well was create the conditions

Andy Jassy didn't create the concept for web services. Neither did Bezos. What Bezos did extremely well was create the conditions

under which crazy ideas could flourish inside his organization very often the biggest ideas have multiple contributors there are multiple parents of the ipod so it's less about one individual invention or inventor and more about creating the conditions inside your team or your company or your organization or your nation where those crazy ideas can flourish

under which crazy ideas could flourish inside his organization very often the biggest ideas have multiple contributors there are multiple parents of the ipod so it's less about one individual invention or inventor and more about creating the conditions inside your team or your company or your organization or your nation where those crazy ideas can flourish

as opposed to the conditions where those crazy ideas get killed.

as opposed to the conditions where those crazy ideas get killed.

Failing fast is an oversimplification. In some ways, it's misleading. It's the wrong point that it's just about the speed of your failure. It's not about the speed of your failure, it's about the quality of your failure. And so what I often talk about with companies and with teams is first learning to distinguish between good fails and bad fails. And then second, learning to celebrate good fails.

Failing fast is an oversimplification. In some ways, it's misleading. It's the wrong point that it's just about the speed of your failure. It's not about the speed of your failure, it's about the quality of your failure. And so what I often talk about with companies and with teams is first learning to distinguish between good fails and bad fails. And then second, learning to celebrate good fails.

Because one of the biggest things holding teams and companies back is a fear of failure. So I'll often do a half dozen or dozen or more, two dozen interviews before showing up. And usually within about 10 minutes, you can tease out what are the stumbling blocks for a particular team and company. And fear of failure, is almost always on that list.

Because one of the biggest things holding teams and companies back is a fear of failure. So I'll often do a half dozen or dozen or more, two dozen interviews before showing up. And usually within about 10 minutes, you can tease out what are the stumbling blocks for a particular team and company. And fear of failure, is almost always on that list.

There's about five Fs that I think of, but fear of failure is absolutely one of them. And failing fast isn't really the right message. It's a misleading message. You could throw spaghetti on the wall really fast and it will fail. and you're thinking that you're doing something, but you're not, you're just throwing spaghetti on the wall.

There's about five Fs that I think of, but fear of failure is absolutely one of them. And failing fast isn't really the right message. It's a misleading message. You could throw spaghetti on the wall really fast and it will fail. and you're thinking that you're doing something, but you're not, you're just throwing spaghetti on the wall.

What you want to do is make sure you have a system for running experiments at pace and scale. Because if there's one thing that distinguishes the truly great companies from all the others, is that the truly great companies run experiments at pace and scale, and the others tend to run on opinions.

What you want to do is make sure you have a system for running experiments at pace and scale. Because if there's one thing that distinguishes the truly great companies from all the others, is that the truly great companies run experiments at pace and scale, and the others tend to run on opinions.

Sure. So James Bond was an idea. It was a character obviously created by Ian Fleming, a British who had been in British intelligence during the war. And he'd written some novels that were getting some popularity in the UK, but he wasn't having any luck translating it into TV or film. I guess there was one TV show and it did terribly.

Sure. So James Bond was an idea. It was a character obviously created by Ian Fleming, a British who had been in British intelligence during the war. And he'd written some novels that were getting some popularity in the UK, but he wasn't having any luck translating it into TV or film. I guess there was one TV show and it did terribly.

And all of the studios that approached him or were approached on his behalf said, wait a minute, your idea is a metrosexual British spy who saves the world? Forget it. Nobody's going to buy it. The word metrosexual didn't exist back then, but it's the basic idea. And they said, there's no way.

And all of the studios that approached him or were approached on his behalf said, wait a minute, your idea is a metrosexual British spy who saves the world? Forget it. Nobody's going to buy it. The word metrosexual didn't exist back then, but it's the basic idea. And they said, there's no way.