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← To compete with limited resources, scope down who you are building for…
17 connected korrents · 16 moments from 17 Sept 2010 to 11 Sept 2026.
Everything filed under startups
startups
Everything filed under ambition
ambition
Everything filed under product management
product management
Everything filed under agency
agency
Everything filed under taste
taste
Everything filed under simplicity
simplicity
Everything filed under family
family 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: To compete with limited resources, scope down who you are building for as much as possible and solve the problems of specific people. To compete with limited resources, scope down who you are building for as much as possible and solve the problems of specific people. Last stated 3 years ago
28 Feb 2024
TA
Tuomas Artman — holds since 2024-02-28 — tap for who they are
Same subject: No business has everyone as its customer, so the goal is the smallest viable audience rather than the biggest possible one. — tap to centre the map on it No business has everyone as its customer, so the goal is the smallest viable audience rather than the biggest possible one. Last stated 3 years ago
26 Mar 2024
SG
Seth Godin — holds since 2024-03-26 — tap for who they are
Same subject: A company should manufacture fresh internal challenges for its best people, because the alternative is that they go and find those challenges at another company. — tap to centre the map on it A company should manufacture fresh internal challenges for its best people, because the alternative is that they go and find those challenges at another company. Last stated 7 months ago
1 Apr 2026
TP
Thuan Pham — holds since 2026-04-01 — tap for who they are
Same subject: You have to work out how the people you collaborate with want to work with you, and there is no one-size-fits-all answer. — tap to centre the map on it You have to work out how the people you collaborate with want to work with you, and there is no one-size-fits-all answer. Last stated 5 months ago
26 May 2026
AM
Andy Madrick — holds since 2026-05-26 — tap for who they are
Same subject: When agents do the building, the scarce skill is taste: choosing which problem is worth the time at all. — tap to centre the map on it When agents do the building, the scarce skill is taste: choosing which problem is worth the time at all. Last stated 3 months ago
30 Jul 2026
JD
Jeff Dean — holds since 2026-07-30 — tap for who they are
Same subject: You should build by solving only the next problem in front of you; most people fail because they look too far ahead. — tap to centre the map on it You should build by solving only the next problem in front of you; most people fail because they look too far ahead. Last stated 2 years ago
20 Aug 2024
PL
Pieter Levels — holds since 2024-08-20 — tap for who they are
Same subject: Limited time and resources are what force a work to be tight and to feel like it has a purpose. — tap to centre the map on it Limited time and resources are what force a work to be tight and to feel like it has a purpose. Last stated 16 years ago
17 Sept 2010
DY
Derek Yu — holds since 2010-09-17 — tap for who they are
Same subject: Competition drives skill, and sparing young people the struggle only defers it. — tap to centre the map on it Competition drives skill, and sparing young people the struggle only defers it. Last stated a year ago
30 Sept 2025
LF
Lex Fridman — holds since 2025-09-30 — tap for who they are
Same subject: Most people never sit down to decide what success or "enough" would look like for them, and so end up chasing growth indiscriminately. — tap to centre the map on it Most people never sit down to decide what success or "enough" would look like for them, and so end up chasing growth indiscriminately. Last stated 2 months ago
28 Aug 2026
RH
Ryan Holiday — holds since 2026-08-28 — 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 3 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 3 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 5 months ago
2 Jun 2026
JJ
Justin Jackson — holds since 2026-06-02 — 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: About 5% is the most common final ownership stake for the founder of a VC-funded startup that works out. — tap to centre the map on it About 5% is the most common final ownership stake for the founder of a VC-funded startup that works out. Last stated 3 months ago
18 Jul 2026
PL
Pieter Levels — holds since 2026-07-18 — tap for who they are
Same subject: An investor who passes on a pitch they find truly novel will often still refer it to another investor, to get credit for having found it. — tap to centre the map on it An investor who passes on a pitch they find truly novel will often still refer it to another investor, to get credit for having found it. Last stated 3 months ago
5 Aug 2026
ZH
Zach Holman — holds since 2026-08-05 — tap for who they are
Same subject: A large company should help its existing product managers become AI-native rather than only hiring people who already are. — tap to centre the map on it A large company should help its existing product managers become AI-native rather than only hiring people who already are. Last stated a month ago
10 Sept 2026
TY
Tamar Yehoshua — holds since 2026-09-10 — tap for who they are
Same subject: A product can be technically impressive yet fail because it launched before a real market for it existed. — tap to centre the map on it A product can be technically impressive yet fail because it launched before a real market for it existed. Last stated a month ago
11 Sept 2026
MS
M.G. Siegler — holds since 2026-09-11 — tap for who they are
Same subject: Being too ambitious and visionary at the outset is how founders miss product-market fit, because it stops them starting somewhere small and humble enough. — tap to centre the map on it Being too ambitious and visionary at the outset is how founders miss product-market fit, because it stops them starting somewhere small and humble enough. Last stated 4 months ago
14 Jun 2026
MP
Mark Pincus — holds since 2026-06-14 — tap for who they are
At the centre
To compete with limited resources, scope down who you are building for as much as possible and solve the problems of specific people.
Holds Read this korrent →
No business has everyone as its customer, so the goal is the smallest viable audience rather than the biggest possible one.
Holds
A company should manufacture fresh internal challenges for its best people, because the alternative is that they go and find those challenges at another company.
Holds
You have to work out how the people you collaborate with want to work with you, and there is no one-size-fits-all answer.
Holds
When agents do the building, the scarce skill is taste: choosing which problem is worth the time at all.
Holds
You should build by solving only the next problem in front of you; most people fail because they look too far ahead.
Holds
Limited time and resources are what force a work to be tight and to feel like it has a purpose.
Holds
Competition drives skill, and sparing young people the struggle only defers it.
Holds
Most people never sit down to decide what success or "enough" would look like for them, and so end up chasing growth indiscriminately.
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 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
About 5% is the most common final ownership stake for the founder of a VC-funded startup that works out.
Holds
An investor who passes on a pitch they find truly novel will often still refer it to another investor, to get credit for having found it.
Holds
A large company should help its existing product managers become AI-native rather than only hiring people who already are.
Holds
A product can be technically impressive yet fail because it launched before a real market for it existed.
Holds
Being too ambitious and visionary at the outset is how founders miss product-market fit, because it stops them starting somewhere small and humble enough.
Holds