Why we do what we do: that moment when you get to see the future on your computer screen before the rest of the world.
AARON LEVIEWe’re going from a world of customized software to standardized platforms.
More Aaron Levie Quotes
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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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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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Modularize, don’t customize. Build a platform as opposed to building all of the custom technology and custom vertical experiences.
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We didn’t really start the company to go build an enterprise software company.
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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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You want to find the really crazy but still somewhat reasonable outliers within the customer ecosystem.
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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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If every customer is using your product “correctly”, you’ll never learn anything interesting about what to do next.
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Execute like there’s no tomorrow, strategize like there will be.
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Start with the assumption that the best way to do something is not the way it’s being done right now.
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We’re going from a world of customized software to standardized platforms.
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Look for new enabling technologies that create a wide gap between how things have been done and how they can be done.
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If you’re waiting for encouragement from others, you’re doing it wrong. By the time people think an idea is good, it’s probably too late.
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The 10% between 90% done to 100% done takes most of the time, causes most of the stress, but is all of the value.
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Read these 3 books – Crossing the Chasm, Innovators Dilemma and Behind the Cloud.
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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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Listen to your customers, but don’t always build exactly what they’re telling you. This is a really key distinction around building enterprise software.
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The only way to avoid disruption is to constantly do what you would if you were just starting out.
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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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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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Too little process and you can’t get good work done. Too much process and you can’t get any work done. Most companies never find the middle.
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I think bad politics are incredibly dangerous, so it’s important to make sure that people are communicating well. Culture and morale are super important. It’s best to not force it, but let it happen organically and genuinely.
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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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Startups often win because it’s easier to see what comes next when you don’t have to worry about maintaining what came last.
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You can keep ‘consumer’ DNA at the center of your product. That will always mean that adoption is easier.
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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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