Peter Thiel Quotes

instancia. El siguiente gráfico muestra la cruda realidad frente a la homogeneidad relativa percibida: Nuestros resultados en Founders Fund ilustran este sesgado patrón: Facebook, la mejor inversión en nuestro fondo de 2005, fue más rentable que el resto de las compañías juntas. Palantir, la segunda mejor inversión, tendrá una rentabilidad que supera la generada por la suma del resto de las compañías a excepción de Facebook. Este patrón tan irregular no es inusual: lo observamos también en el resto de nuestros fondos.

The strange history of the Baby Boom produced a generation of indefinite optimists so used to effortless progress that they feel entitled to it. Whether you were born in 1945 or 1950 or 1955, things got better every year for the first 18 years of your life, and it had nothing to do with you.

The famous and infamous have always served as vessels for public sentiment: they’re praised amid prosperity and blamed for misfortune.

This is why so many small and medium-sized businesses don’t use tools that bigger firms take for granted. It’s not that small business proprietors are unusually backward or that good tools don’t exist: distribution is the hidden bottleneck.

El modo de hacerlo es dominar un pequeño nicho y expandirte a partir de ahí hacia tu ambiciosa visión a largo plazo.

Indefinite fears about the far future shouldn’t stop us from making definite plans today.

VCs usually spend even more time on the most problematic companies

Instead of violent wars there could be violent video games. Instead of heroic feats, there could be thrilling amusement park rides. Instead of serious thought, there could be intrigues of all sorts as if in a soap opera. It is a world where people spend their lives amusing themselves to death.

La ambigüedad entre las metas sociales y económicas no ayuda. Pero la ambigüedad en el mundo «social» es un problema mayor aun: si algo es «socialmente bueno» ¿es bueno para la
sociedad o simplemente es visto como algo bueno por la sociedad? Cualquier cosa lo
suficientemente buena para recibir el aplauso de todas las audiencias sólo puede ser convencional, como la idea general de la energía verde.
El progreso no se detiene por la diferencia que pueda existir entre la avaricia corporativa y la
bonhomía de las organizaciones sin ánimo de lucro; en cambio, nosotros sí estamos limitados por la similitud de ambos. Igual que las corporaciones tienden a copiarse unas a otras, las organizaciones suelen tener las mismas prioridades. La tecnología limpia pone de manifiesto el resultado: cientos de productos indiferenciados, creados todos en nombre de un objetivo demasiado amplio.
Hacer algo diferente es lo realmente bueno para la sociedad, y es también lo que permite que un negocio consiga beneficios a través de la monopolización de un mercado. Los mejores proyectos suelen pasarse por alto, no son pregonados a los cuatro vientos por la multitud; los mejores problemas sobre los que trabajar suelen ser aquellos que nadie más intenta resolver.

Indeed, the single most powerful pattern I have noticed is that successful people find value in unexpected places, and they do this by thinking about business from first principles instead of formulas.

The first step to thinking clearly is to question what we think we know about the past.

STARTUP THINKING New technology tends to come from new ventures — startups. From the Founding Fathers in politics to the Royal Society in science to Fairchild Semiconductor’s “traitorous eight” in business, small groups of people bound together by a sense of mission have changed the world for the better. The easiest explanation for this is negative: it’s hard to develop new things in big organizations, and it’s even harder to do it by yourself. Bureaucratic hierarchies move slowly, and entrenched interests shy away from risk. In the most dysfunctional organizations, signaling that work is being done becomes a better strategy for career advancement than actually doing work (if this describes your company, you should quit now). At the other extreme, a lone genius might create a classic work of art or literature, but he could never create an entire industry. Startups operate on the principle that you need to work with other people to get stuff done, but you also need to stay small enough so that you actually can. Positively defined, a startup is the largest group of people you can convince of a plan to build a different future. A new company’s most important strength is new thinking: even more important than nimbleness, small size affords space to think. This book is about the questions you must ask and answer to succeed in the business of doing new things: what follows is not a manual or a record of knowledge but an exercise in thinking. Because that is what a startup has to do: question received ideas and rethink business from scratch.

Finance epitomizes indefinite thinking because it’s the only way to make money when you have no idea how to create wealth.

So you might ask: are there any fields that matter but haven’t been standardized and institutionalized?

Bob Dylan dijo que el que no está ocupado naciendo está ocupado muriendo