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← A company should define what great looks like for its own role rather than borrow another company's definition.
17 connected korrents · 15 moments from 25 Oct 2023 to 10 Sept 2026.
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startups
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innovation
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product management
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management
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taste Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Read this korrent: A company should define what great looks like for its own role rather than borrow another company's definition. A company should define what great looks like for its own role rather than borrow another company's definition. Last stated 2 months ago
9 Aug 2026
AW
Adam Ward — holds since 2026-08-09 — tap for who they are
Same subject: A model company may face a winner's curse: it does all the hard innovation and is then one copy away from being commoditised. — tap to centre the map on it A model company may face a winner's curse: it does all the hard innovation and is then one copy away from being commoditised. Last stated 11 months ago
12 Nov 2025
SN
Satya Nadella — holds since 2025-11-12 — tap for who they are
Same subject: What makes a great company is a unique perspective about the world that its founders deeply believe in — not the technology and not even the market. — tap to centre the map on it What makes a great company is a unique perspective about the world that its founders deeply believe in — not the technology and not even the market. Last stated 2 months ago
26 Jul 2026
JH
Jensen Huang — holds since 2026-07-26 — tap for who they are
Same subject: The best product leaders are curators rather than visionaries: whose idea the strategy was does not matter, only that it is great and everyone has bought into it. — tap to centre the map on it The best product leaders are curators rather than visionaries: whose idea the strategy was does not matter, only that it is great and everyone has bought into it. Last stated 3 months ago
9 Jul 2026
AM
Adam Mosseri — holds since 2026-07-09 — tap for who they are
Same subject: Someone who is not already product-first almost never becomes good at product afterwards. — tap to centre the map on it Someone who is not already product-first almost never becomes good at product afterwards. Last stated 4 months ago
9 Jun 2026
BG
Bill Gurley — holds since 2026-06-09 — tap for who they are
Same subject: If you cannot say crisply what success looks like, you will not get great work — out of a team or out of an AI. — tap to centre the map on it If you cannot say crisply what success looks like, you will not get great work — out of a team or out of an AI. Last stated a year ago
21 Sept 2025
JZ
Julie Zhuo — holds since 2025-09-21 — tap for who they are
Same subject: What destroys great companies is not competition but their own success, because the more golden the goose the greater the temptation to butcher it. — tap to centre the map on it What destroys great companies is not competition but their own success, because the more golden the goose the greater the temptation to butcher it. Last stated 5 months ago
10 May 2026
ER
Eric Ries — holds since 2026-05-10 — tap for who they are
Same subject: A company that does not learn from the work it does would probably eventually lose its advantage. — tap to centre the map on it A company that does not learn from the work it does would probably eventually lose its advantage. Last stated 3 weeks ago
10 Sept 2026
KS
Karri Saarinen — holds since 2026-09-10 — tap for who they are
Same subject: Product teams still need a tastemaker who does what AI cannot and holds the bar for great product. — tap to centre the map on it Product teams still need a tastemaker who does what AI cannot and holds the bar for great product. Last stated 3 weeks ago
10 Sept 2026
GC
Geoff Charles — holds since 2026-09-10 — tap for who they are
Same subject: "Lots of anonymous people worked it out by trial and error" is never the real story of an invention: on closer investigation, identifiable people always turn out to be responsible. — tap to centre the map on it "Lots of anonymous people worked it out by trial and error" is never the real story of an invention: on closer investigation, identifiable people always turn out to be responsible. Last stated 3 years ago
25 Oct 2023
AH
Anton Howes — holds since 2023-10-25 — tap for who they are
Same subject: A business can have market fit, real advantages, and sustained effort behind a hard product and still fail if it doesn't give customers a strong enough reason to switch from what they already use. — tap to centre the map on it A business can have market fit, real advantages, and sustained effort behind a hard product and still fail if it doesn't give customers a strong enough reason to switch from what they already use. Last stated 4 months ago
2 Jun 2026
JJ
Justin Jackson — holds since 2026-06-02 — tap for who they are
Same subject: A capability existing is not the same as a capability being absorbed: how fast a technology changes the world is not set by how fast the technology improves. — tap to centre the map on it A capability existing is not the same as a capability being absorbed: how fast a technology changes the world is not set by how fast the technology improves. Last stated 2 months ago
21 Jul 2026
RT
Ruxandra Teslo — holds since 2026-07-21 — tap for who they are
Same subject: “Why now?” is the wrong question to make a founder answer — the honest answer can simply be that you started now. — tap to centre the map on it “Why now?” is the wrong question to make a founder answer — the honest answer can simply be that you started now. Last stated 2 months ago
28 Jul 2026
BS
Blake Scholl — holds since 2026-07-28 — tap for who they are
Same subject: A belief nobody else shares is a warning, and a belief everybody shares is also a warning; the right number of people who agree with you is small but not zero. — tap to centre the map on it A belief nobody else shares is a warning, and a belief everybody shares is also a warning; the right number of people who agree with you is small but not zero. Last stated 2 months ago
28 Jul 2026
SA
Sam Altman — holds since 2026-07-28 — tap for who they are
Same subject: A business succeeds through a small number of highly effective distribution channels, not many mediocre ones. — tap to centre the map on it A business succeeds through a small number of highly effective distribution channels, not many mediocre ones. Last stated 3 years ago
17 Feb 2024
AW
Adam Wiggins — holds since 2024-02-17 — tap for who they are
Same subject: A company that grows enough eventually has no need for investors. — tap to centre the map on it A company that grows enough eventually has no need for investors. Last stated a month ago
1 Sept 2026
PG
Paul Graham — holds since 2026-09-01 — tap for who they are
Same subject: A first-time founder has an advantage over a repeat winner, because past success makes it too easy to raise money and hire against a big vision before there is product-market fit. — tap to centre the map on it A first-time founder has an advantage over a repeat winner, because past success makes it too easy to raise money and hire against a big vision before there is product-market fit. Last stated 4 months ago
14 Jun 2026
MP
Mark Pincus — holds since 2026-06-14 — tap for who they are
Same subject: A founder should take half the valuation if it buys all of the control, because the right to be wrong in your own way is what founding was for. — tap to centre the map on it A founder should take half the valuation if it buys all of the control, because the right to be wrong in your own way is what founding was for. Last stated 4 months ago
2 Jun 2026
MP
Mark Pincus — holds since 2026-06-02 — tap for who they are
At the centre
A company should define what great looks like for its own role rather than borrow another company's definition.
Holds Read this korrent →
A model company may face a winner's curse: it does all the hard innovation and is then one copy away from being commoditised.
Holds
What makes a great company is a unique perspective about the world that its founders deeply believe in — not the technology and not even the market.
Holds
The best product leaders are curators rather than visionaries: whose idea the strategy was does not matter, only that it is great and everyone has bought into it.
Holds
Someone who is not already product-first almost never becomes good at product afterwards.
Holds
If you cannot say crisply what success looks like, you will not get great work — out of a team or out of an AI.
Holds
What destroys great companies is not competition but their own success, because the more golden the goose the greater the temptation to butcher it.
Holds
A company that does not learn from the work it does would probably eventually lose its advantage.
Holds
Product teams still need a tastemaker who does what AI cannot and holds the bar for great product.
Holds
"Lots of anonymous people worked it out by trial and error" is never the real story of an invention: on closer investigation, identifiable people always turn out to be responsible.
Holds
A business can have market fit, real advantages, and sustained effort behind a hard product and still fail if it doesn't give customers a strong enough reason to switch from what they already use.
Holds
A capability existing is not the same as a capability being absorbed: how fast a technology changes the world is not set by how fast the technology improves.
Holds
“Why now?” is the wrong question to make a founder answer — the honest answer can simply be that you started now.
Holds
A belief nobody else shares is a warning, and a belief everybody shares is also a warning; the right number of people who agree with you is small but not zero.
Holds
A business succeeds through a small number of highly effective distribution channels, not many mediocre ones.
Holds
A company that grows enough eventually has no need for investors.
Holds
A first-time founder has an advantage over a repeat winner, because past success makes it too easy to raise money and hire against a big vision before there is product-market fit.
Holds
A founder should take half the valuation if it buys all of the control, because the right to be wrong in your own way is what founding was for.
Holds