Like it would be incorrect to say, “I’m the CEO. SCHMIDT: Now as a new person coming into the company, it’s very important to not create a cultural faux pas. This story happened on his first day as Google’s CEO in 2001. I said “Hello.” He says, “Hello.” I said, “Hi, I’m Eric.” And he goes, “Hi, I’m Amit.” And one day I walked in, and I find I have a roommate. Readers will learn how to design business models that support lightning-fast growth, navigate necessary shifts in strategy at each level of scale, and weather the management challenges that arise as their company grows.ERIC SCHMIDT: My first office at Google was an 8-by-12 office, just enough room for me and my desk and my little chair. It prioritizes speed over efficiency in an environment of uncertainty, and allows a company to go from "startup" to "scaleup" at a furious pace that captures the market.ĭrawing on their experiences scaling startups into billion-dollar businesses, Hoffman and Yeh offer a framework for blitzscaling that can be replicated in any region or industry. Rather, it's that they have learned how to Blitzscale.īlitzscaling is a specific set of practices for igniting and managing dizzying growth an accelerated path to the stage in a startup's life-cycle where the most value is created. Indeed, Silicon Valley is home to a disproportionate number of companies that have grown from garage startups into global giants.īut what is the secret to these startups' extraordinary success? Contrary to the popular narrative, it's not their superhuman founders or savvy venture capitalists. LinkedIn co-founder, legendary investor and author of the NYT Bestseller The Start-up of You reveals the secret to starting and scaling massively valuable companies.įor most of the world, the terms "Silicon Valley" and "startup" are synonymous.
0 kommentar(er)
