The great secret of our time is that there are still uncharted frontiers to explore and new inventions to create. In Zero to One , legendary entrepreneur and investor Peter Thiel shows how we can find singular ways to create those new things. Doing what someone else already knows how to do takes the world from 1 to n, adding more of something familiar. But when you do something new, you go from 0 to 1. The next Bill Gates will not build an operating system. The next Larry Page or Sergey Brin won’t make a search engine. Tomorrow’s champions will not win by competing ruthlessly in today’s marketplace. They will escape competition altogether, because their businesses will be unique.
"Peter Thiel's new book, Zero to One, shines like a laser beam. Yes, this is a self-help book for entrepreneurs, bursting with bromides and sunny confidence about the future that only start-ups can build. But much more than that, it's also a lucid and profound articulation of capitalism and success in the 21st century economy."The Atlantic
Achieving a truly zero-harm organization starts with taking a huge step back from our existing ideas and assumptions. This book introduces a state of functioning that we call Zero Index performance: the sustained practice of mitigating exposure to anyone who interacts with an organization and its activities and products–not just your employees
In the last quarter of the 20th century, startups thought they knew the correct path for the startup journey. They adopted a methodology for product development, launch, and life-cycle management almost identical to the processes taught in business schools for use in large companies. Yet at the end of the day,
Everyone uses some foresight; most people think about the future at some time and try to make sense of it in their day-to-day lives. Take present-buying: you are using foresight to think ahead to what each person would like to receive (decision-making); to think about where you will find/buy/make each gift
Increasingly, the quest for success is not the same as the quest for status and money. The definition has broadened to include contributing something to the world and living and working on one’s own terms. In this book, you will find some of the counterintuitive principles that have helped TOMS grow
You have the idea of a lifetime and yet you do not know where and how to begin. It is a dilemma shared by entrepreneurs everywhere. So, what does it take to turn a great idea into action? The best reason to start an organization is to make meaning. Meaning is not
Built to Last has influenced many executives and entrepreneurs since it was originally published in 1994. It outlines the results of a six-year research project into what makes enduringly great companies. Filled with hundreds of specific examples and organized into a coherent framework that can be applied by managers and entrepreneurs
Businesses thrive on creative ideas. But creativity can be terrifying. It’s not easy to open up and risk sharing your inner thoughts and ideas with others. In 99% Inspirations, Bryan W. Mattimore explores how a creative idea is made and shares with us many tools we can use to help ourselves
Every moment in business happens only once. The next Bill Gates will not build an operating system. The next Larry Page or Sergey Brin won’t make a search engine. And the next Mark Zuckerberg won’t create a social network.
Of course, it’s easier to copy a model than to make something new. Doing what we already know how to do adds more of something familiar.
Network effects make a product more useful as more people use it. For example, if all your friends are on Facebook, it makes sense for you to join Facebook, too.
Every startup is small at the start. Every monopoly dominates a large share of its market. Therefore, every startup should start with a very small market.
Beginnings are special. They are qualitatively different from all that comes afterward. Bad decisions made early on are very hard to correct after they are made.
Everyone in your company needs to work well together. As much as you need good people who get along, you need a structure to help keep everyone aligned for the long term.
The founding moment of a company really does happen just once: only at the very start do you have the opportunity to set the rules that will align people toward the creation of value in the future.