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← Companies win more often on execution than on being first, and…
17 connected korrents · 14 moments from 28 Oct 2011 to 1 Sept 2026.
Everything filed under product management
product management
Everything filed under startups
startups
Everything filed under venture capital
venture capital
Everything filed under hiring
hiring 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: Companies win more often on execution than on being first, and execution comes down to having the right talent at the right time. Companies win more often on execution than on being first, and execution comes down to having the right talent at the right time. Last stated 2 months ago
9 Aug 2026
AW
Adam Ward — holds since 2026-08-09 — tap for who they are
Same subject: A great idea and good execution are not enough for a business to succeed; timing also has to be right. — tap to centre the map on it A great idea and good execution are not enough for a business to succeed; timing also has to be right. Last stated 4 years ago
7 Sept 2022
BC
Boris Cherny — holds since 2022-09-07 — tap for who they are
Same subject: There are right people for right companies at the right time. — tap to centre the map on it There are right people for right companies at the right time. Last stated 2 months ago
9 Aug 2026
AW
Adam Ward — holds since 2026-08-09 — tap for who they are
Same subject: The company that wins a market is almost always its first or second entrant, and a latecomer only takes the lead when the incumbent has failed horribly. — tap to centre the map on it The company that wins a market is almost always its first or second entrant, and a latecomer only takes the lead when the incumbent has failed horribly. Last stated a year ago
30 Apr 2025
TS
Tim Sweeney — holds since 2025-04-30 — tap for who they are
Same subject: There is a discrepancy of talent that leads to a discrepancy of competence — tap to centre the map on it There is a discrepancy of talent that leads to a discrepancy of competence Last stated 3 years ago
4 Aug 2023
DH
David Heinemeier Hansson — holds since 2023-08-04 — tap for who they are
Same subject: There is never a right time to protect a company's mission: it is too early until it is suddenly too late, and success is what makes you a target. — tap to centre the map on it There is never a right time to protect a company's mission: it is too early until it is suddenly too late, and success is what makes you a target. Last stated 5 months ago
10 May 2026
ER
Eric Ries — holds since 2026-05-10 — tap for who they are
Same subject: Well-run product organizations still get their strategic decisions right less than half the time. — tap to centre the map on it Well-run product organizations still get their strategic decisions right less than half the time. Last stated 2 years ago
5 Mar 2025
GB
Gibson Biddle — holds since 2025-03-05 — tap for who they are
Same subject: If talent is a founder's top priority, no effort, resourcing or time should stand in the way of it. — tap to centre the map on it If talent is a founder's top priority, no effort, resourcing or time should stand in the way of it. Last stated 2 months ago
9 Aug 2026
AW
Adam Ward — holds since 2026-08-09 — tap for who they are
Same subject: Engineers overestimate the competition and are usually good enough for the company they believe is out of their reach. — tap to centre the map on it Engineers overestimate the competition and are usually good enough for the company they believe is out of their reach. Last stated 15 years ago
28 Oct 2011
PM
Patrick McKenzie — holds since 2011-10-28 — tap for who they are
Same subject: "Simplify onboarding" is an action, not a problem, and a roadmap line written that way will not work. — tap to centre the map on it "Simplify onboarding" is an action, not a problem, and a roadmap line written that way will not work. Last stated 2 years ago
19 Jan 2025
EV
Elena Verna — holds since 2025-01-19 — tap for who they are
Same subject: A company should hire a product manager only against a specific need, never by default. — tap to centre the map on it A company should hire a product manager only against a specific need, never by default. Last stated 2 months ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: A company that looks to its users as though it has stopped shipping is usually widening its market, and grinding through that is worth it. — tap to centre the map on it A company that looks to its users as though it has stopped shipping is usually widening its market, and grinding through that is worth it. Last stated 2 years ago
23 Mar 2025
RV
Rahul Vohra — holds since 2025-03-23 — 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 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 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
Companies win more often on execution than on being first, and execution comes down to having the right talent at the right time.
Holds Read this korrent →
A great idea and good execution are not enough for a business to succeed; timing also has to be right.
Holds
There are right people for right companies at the right time.
Holds
The company that wins a market is almost always its first or second entrant, and a latecomer only takes the lead when the incumbent has failed horribly.
Holds
There is a discrepancy of talent that leads to a discrepancy of competence
Holds
There is never a right time to protect a company's mission: it is too early until it is suddenly too late, and success is what makes you a target.
Holds
Well-run product organizations still get their strategic decisions right less than half the time.
Holds
If talent is a founder's top priority, no effort, resourcing or time should stand in the way of it.
Holds
Engineers overestimate the competition and are usually good enough for the company they believe is out of their reach.
Holds
"Simplify onboarding" is an action, not a problem, and a roadmap line written that way will not work.
Holds
A company should hire a product manager only against a specific need, never by default.
Holds
A company that looks to its users as though it has stopped shipping is usually widening its market, and grinding through that is worth it.
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 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 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