You can look at the cost structure of an incumbent company and discover: where are they not going to be able to drop their prices… because that business model is fundamental to the existence of the company.
AARON LEVIEIf you don’t go to every level of your company, you distance yourself from the marketplace and from your people.
More Aaron Levie Quotes
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You intentionally start small, because you will not be able to compete with an incumbent… because the incumbent is always going to go for the full solution.
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What happens to the Microsofts, Oracles and IBMs of the world is that when they get big enough, they don’t think they need to bring that same level of focus and energy to the end-user experience.
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My dad is a chemical engineer, and my mom was a teacher. They were pretty serious about education, but I always thought about things a little bit differently.
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Jeff Bezos is opening a retail store and owns a newspaper. Turns out everything we thought about the Internet is wrong.
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Do things that incumbents can’t or won’t do because it’s economically or technically infeasible.
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The most customer-centric organizations can answer any question by deciding what’s best for the customer, without ever having to ask.
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We’re enamored with the concept that there’s always a price. But sometimes, your goal is to build a great company, not sell it.
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My workday begins around 11 A.M., with a cup of black coffee in each hand. If I had more hands, there would be more coffee.
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In the enterprise you want to start intentionally small.
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Better to be too early and have to try again, than be too late and have to catch up.
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I’m obsessed with speed. I’m always asking myself, ‘Why can’t we do things faster? Why can’t it happen more efficiently? Why is this requiring three meetings instead of one?’
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In a user lead model, users are bringing in their own technology… and you can build software then, around the user.
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Everything about the enterprise, and then by definition the software the enterprise uses has changed – just in the last 5 years.
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If every customer is using your product “correctly”, you’ll never learn anything interesting about what to do next.
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Modularize, don’t customize. Build a platform as opposed to building all of the custom technology and custom vertical experiences.
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Start with something simple and small, then expand over time. If people call it a ‘toy’ you’re definitely onto something.
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Always look for these changing technology factors- any market that has a significant change in the underlying raw materials …or enabling factors, is an environment that is about to change in a very significant way.
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There’s a lot of pride that business owners have. It’s actually really critical that pride and ownership extends to everyone in the organization. I think of everyone is in the same boat in driving the company forward.
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Uber is a $3.5 billion lesson in building for how the world *should* work instead of optimizing for how the world *does* work
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Innovation is hard because solving problems people didn’t know they had & building something no one needs look identical at first.
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I think I’m the kind of person who would be very difficult to employ – I’m pretty annoying, but driven.
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Your product should sell itself, but that does not mean you don’t need salespeople.
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We’re going from a world of customized software to standardized platforms.
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Go after the customers that are working in the future, but haven’t totally lost their minds.
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Opportunity lives at the intersection of what people need tomorrow and can be just barely built today.
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You’ll learn more in a day talking to customers than a week of brainstorming, a month of watching competitors, or a year of market research.
AARON LEVIE