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The Startup Playbook: Secrets of the Fastest-Growing Startups from their Founding Entrepreneurs
According to the Kauffman Index of Entrepreneurial Activity, more than 565,000 new businesses were created in 2010 in the United States alone—each one of them hoping to strike gold. The Startup Playbook will help them succeed. Going insider to insider with unprecedented access, New York Times bestselling author and Clickable CEO, David Kidder, shares the hard-hitting experiences of some of the world’s most influential entrepreneurs and CEOs, revealing their most closely held advice. Face-to-face interviews with 40 founders give readers key insights into what it took to build PayPal, LinkedIn, AOL, TED, Flickr, and many others into household names. Special sections include topics ranging from how to select the right idea to pursue to finding funding and overcoming inevitable obstacles. In an economy demanding change, The Startup Playbook is the go-to for entrepreneurs big and small.
295 pages, Kindle Edition
First published December 14, 2012
293 people are currently reading
2378 people want to read
About the author
David S. Kidder
20 books51 followersBorn in Upstate New York, David S. Kidder is a serial entrepreneur with a wide range of operational, technology, and marketing expertise focused on online product development and Internet advertising and marketing. He is currently co-Founder and serves as CEO of Clickable, an online advertising web service. Prior to Clickable, Kidder co-founded SmartRay Network, a mobile advertising delivery pioneer acquired by LifeMinders. Prior to SmartRay, he founded Net-X which was acquired by TargetVision. Kidder and his companies have appeared in publications and periodicals such as The New York Times, the Wall Street Journal, USA Today, Fast Company, and TechCrunch, among others.
Kidder is a graduate of the Rochester Institute of Technology and was a recipient of ID Magazine's International Design Award. He lives in Westchester County, New York, with his wife and two sons.
Kidder is a graduate of the Rochester Institute of Technology and was a recipient of ID Magazine's International Design Award. He lives in Westchester County, New York, with his wife and two sons.
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Displaying 1 - 30 of 37 reviews
May 31, 2018
Here are some of the best tips from this book:
* Instead of simply working on your passions, keep looking for other people’s passions. See what makes them happy, enthusiastic about something. Then start that business.
* Pretend your company is a party and you are the host. Try to make people feel welcome.
* Run board meetings as strategy sessions.
* Draw org chart of what will be in 12 months and build towards that.
* Multi year barrier-to-entry.
* Find excess capacities. Those are market inefficiencies.
* Hire people whose judgement you respect. It is much easier to tell someone they did a crummy job when you have clearly established your respect for their skills.
* Cultivate a broad range of interests.
* Great Business Leaders are cultural anthropologists. They are able to understand how people work, how they think, how they feel. There's a bit of mind-reading going on.
* Build backwards from future state.
* Try multiple tactics.
* If you aren't getting rejected on a daily basis, your goals aren't ambitious enough.
* Your payoff is almost always a max function (the best of all attempts) and not average.
* For entrepreneurs there isn't a clear distinction between work and play.
* Define failure as failure to try.
* Sometimes delivering the same mantra over and over can be boring. It can be like a rock band that gets up on stage every night and plays the same song. But they do it with energy and enthusiasm, and that's what you have to do.
* Paranoia isn't always a bad thing.
* Ineffective team members cause more harm than termination.
* Your manifesto shouldn't be a mission statement that you write and put up on the wall; it should be consistently stated through your actions.
* You shouldn't only produce great products. Produce great people. People who start as interns need to believe that they will one day have the opportunity to run entire divisions.
* Hire people who are passionate about your core mission and make it clear that they can have a direct impact on moving it forward.
* When you start a company, you're basically jumping off a cliff. You don't have a sense of where you're going to land, what to do when you land or what you should be doing in midair. It's very, very scary.
* The best employees aren't those who are most gung-ho, but the ones who are mostly tight wound into the social fabric of your organization.
* Building an organization is about recruiting yourself into obsolescence. The only way you can scale in any type of organization is by organizing yourself out of a job.
* Get a clear vision of what the world would look like if you became successful.
* Learn to ignore the board and instead listen to the customers.
* Ask yourself, what hypothesis need to be true such that this becomes a really valuable business?
* Be early. You'll have a harder time raising money, but you'll have also have a lot less competition. This allow you to build up your product and develop momentum that makes it much harder for any competitor to catch you later.
* If you are sitting in a powerful seat and you don't see the politics, you're not seeing what is actually going on around you.
* Solve the biggest fires first then evaluate the rest.
* When confronted with a problem, always make an immediate decision. Then determine what are the things that might cause you to c half your mind.
* With something like chocolate milk, people really came talk the difference between products, so your success will depend more on factors like marketing and distribution. That's not true of technology companies.
* Bad markets always beat good teams.
* Create an alumni network of people who leave your company.
* When somebody makes an error, you have to evaluate it in terms of their character, the context of their mistake and their history at your company.
* When you think about some of the institutions that are most sustainable, they are not large companies are corporations. Rather, they are the great universities, the political parties, religious institutions.
* When you start to scale an organization, the key is to communicate how you make decisions. What is the calculus that led you to a conclusion? When your team understands that logic, they can apply it to making decisions themselves.
* Force people to make fast decisions.
* Treat your capital supply like an oxygen supply.
* Hire people to execute on solutions, not to solve problems.
* Instead of simply working on your passions, keep looking for other people’s passions. See what makes them happy, enthusiastic about something. Then start that business.
* Pretend your company is a party and you are the host. Try to make people feel welcome.
* Run board meetings as strategy sessions.
* Draw org chart of what will be in 12 months and build towards that.
* Multi year barrier-to-entry.
* Find excess capacities. Those are market inefficiencies.
* Hire people whose judgement you respect. It is much easier to tell someone they did a crummy job when you have clearly established your respect for their skills.
* Cultivate a broad range of interests.
* Great Business Leaders are cultural anthropologists. They are able to understand how people work, how they think, how they feel. There's a bit of mind-reading going on.
* Build backwards from future state.
* Try multiple tactics.
* If you aren't getting rejected on a daily basis, your goals aren't ambitious enough.
* Your payoff is almost always a max function (the best of all attempts) and not average.
* For entrepreneurs there isn't a clear distinction between work and play.
* Define failure as failure to try.
* Sometimes delivering the same mantra over and over can be boring. It can be like a rock band that gets up on stage every night and plays the same song. But they do it with energy and enthusiasm, and that's what you have to do.
* Paranoia isn't always a bad thing.
* Ineffective team members cause more harm than termination.
* Your manifesto shouldn't be a mission statement that you write and put up on the wall; it should be consistently stated through your actions.
* You shouldn't only produce great products. Produce great people. People who start as interns need to believe that they will one day have the opportunity to run entire divisions.
* Hire people who are passionate about your core mission and make it clear that they can have a direct impact on moving it forward.
* When you start a company, you're basically jumping off a cliff. You don't have a sense of where you're going to land, what to do when you land or what you should be doing in midair. It's very, very scary.
* The best employees aren't those who are most gung-ho, but the ones who are mostly tight wound into the social fabric of your organization.
* Building an organization is about recruiting yourself into obsolescence. The only way you can scale in any type of organization is by organizing yourself out of a job.
* Get a clear vision of what the world would look like if you became successful.
* Learn to ignore the board and instead listen to the customers.
* Ask yourself, what hypothesis need to be true such that this becomes a really valuable business?
* Be early. You'll have a harder time raising money, but you'll have also have a lot less competition. This allow you to build up your product and develop momentum that makes it much harder for any competitor to catch you later.
* If you are sitting in a powerful seat and you don't see the politics, you're not seeing what is actually going on around you.
* Solve the biggest fires first then evaluate the rest.
* When confronted with a problem, always make an immediate decision. Then determine what are the things that might cause you to c half your mind.
* With something like chocolate milk, people really came talk the difference between products, so your success will depend more on factors like marketing and distribution. That's not true of technology companies.
* Bad markets always beat good teams.
* Create an alumni network of people who leave your company.
* When somebody makes an error, you have to evaluate it in terms of their character, the context of their mistake and their history at your company.
* When you think about some of the institutions that are most sustainable, they are not large companies are corporations. Rather, they are the great universities, the political parties, religious institutions.
* When you start to scale an organization, the key is to communicate how you make decisions. What is the calculus that led you to a conclusion? When your team understands that logic, they can apply it to making decisions themselves.
* Force people to make fast decisions.
* Treat your capital supply like an oxygen supply.
* Hire people to execute on solutions, not to solve problems.
December 22, 2014
I know Oprah loves and recommends this book, I just think it applies more to her level of business and entrepreneurship than the regular small-business owner. Most of the stories were tech-based and I couldn't understand what the people actually sold (there were a few exceptions like the fantastic profile of the Spanx creator). Almost all of the entrepreneurs talk about venture-capital, raising funds, and building companies by starting with tens of millions of dollars. I did not find that kind of beginning applicable to the homegrown, tangible service I am trying to build with my sister from scratch.
Further, because I didn't quite grasp what most of these people DID for a living, their fortunes seemed empty to me (most of them sold out to a huge company and then started another company...to then sell out) and their advice very abstract. I found myself more often than not getting annoyed with these rich people who raised millions rather than inspired by their hard work. Just overall felt more rarefied than I was expecting considering I'm looking more at moms who take on side jobs or turn their hobbies in to full salaries.
Further, because I didn't quite grasp what most of these people DID for a living, their fortunes seemed empty to me (most of them sold out to a huge company and then started another company...to then sell out) and their advice very abstract. I found myself more often than not getting annoyed with these rich people who raised millions rather than inspired by their hard work. Just overall felt more rarefied than I was expecting considering I'm looking more at moms who take on side jobs or turn their hobbies in to full salaries.
April 15, 2013
Good tidbits of advice, though sometimes contradictory.
November 10, 2018
Far below expectations. When the title said "Secrets of teh Fastest-Growing..." - you expect there to be some truth to it, and that you'll see some tangible pointers given to entrepreneurs. But it's full of platitudes like, "give it your all" and "try it all" and generic advice that you hear from everywhere and everyone. A few of the chapters were a little intriguing, but on the whole, I felt it dragged a lot.
May 25, 2019
Quite simply a well recommended book for everyone. Whether you work in a large corporate or a small start-up, the thoughts from each different entreprenuer in this book are fantastic.
Consistently, you hear it is about right people (talent), having tough/challenging conversations, focused on customer outcomes, and delivering consistently whilst recognising that you need to take measured risk.
Thoroughly recommend this book.
Consistently, you hear it is about right people (talent), having tough/challenging conversations, focused on customer outcomes, and delivering consistently whilst recognising that you need to take measured risk.
Thoroughly recommend this book.
February 3, 2014
I enjoy reading business books; so when I saw that Chronicle was doing a business book I was thrilled. I loved the mini business stories and lessons throughout the book. And it was beautifully designed…natch!
August 12, 2016
if u do not have much time, skip to the last chapter, where Kidder repeats the most useful advice.
May 27, 2023
Overall an interesting read. I liked the diversity of entrepreneurs/companies the book offered, but it got very repetitive, which isn't too surprising given the structure of the book. Each chapter highlights a different entrepreneur, gives a brief background on the birth of his/her startup, and greatest lessons learned. Since each entrepreneur is successful enough to be featured in the book, a lot of the lessons were similar despite the diversity of companies featured.
Overall my takeaways were:
1. A startup is like jumping off a cliff and then assembling a plane on your way down. They come with a lot of inherent risk and demand your full attention. Don't start a company unless you're absolutely obsessed with your idea.
2. Don't start with a product, start with your consumer. (Don't create a product that nobody wants to buy)
3. Your initial employees are unlikely to be your employees forever as your company scales. Don't be afraid to fire people.
4. Live lean. Don't raise an excess of capital as you're more likely to make mistakes with it.
The end of the book features the best advice by category.
Overall my takeaways were:
1. A startup is like jumping off a cliff and then assembling a plane on your way down. They come with a lot of inherent risk and demand your full attention. Don't start a company unless you're absolutely obsessed with your idea.
2. Don't start with a product, start with your consumer. (Don't create a product that nobody wants to buy)
3. Your initial employees are unlikely to be your employees forever as your company scales. Don't be afraid to fire people.
4. Live lean. Don't raise an excess of capital as you're more likely to make mistakes with it.
The end of the book features the best advice by category.
June 28, 2020
This book is unlike any other that I have heard about or read before. It has pure input from people who have done exactly what we are trying to do which is have a startup, be an entrepreneur, and execute on an idea we truly believe in. The fact that this book has dozens of people that have created successful businesses that most of us have heard of and if not heard of affect our lives in some facet. A lot of these individuals that participated in this book are Titans in the entrepreneur and startup space and are considered some of the best and for them to take the time to tell us their story as well as give us some of the hardest lessons they learned is invaluable. I feel like this book dragged on a little, but this may have just been because this was one of six books that I have read in a row that was purely business, but the content was solid.
August 29, 2017
Full of useful information
This book is full of useful information for anyone interested in business, entrepreneurship, and/or leadership. It is full of many interesting stories of how companies and organizations that we have all likely interacted with got started. I think that the book could have been improved by having fewer stories, but a greater amount of depth on the other cases. Regardless, I'm glad that I read the book.
This book is full of useful information for anyone interested in business, entrepreneurship, and/or leadership. It is full of many interesting stories of how companies and organizations that we have all likely interacted with got started. I think that the book could have been improved by having fewer stories, but a greater amount of depth on the other cases. Regardless, I'm glad that I read the book.
January 5, 2023
Muy buen libro lleno de historias personales de emprendedores que comparten sus experiencias y recomendaciones.
Sin embargo, puede volverse un poco repetitivo y algunas de las estrategias podrían parecen un poco contradictorias en algunos casos. El último capitulo es un buen compendio de accionables en caso de que no tengas tiempo de leerlo todo.
Sin embargo, puede volverse un poco repetitivo y algunas de las estrategias podrían parecen un poco contradictorias en algunos casos. El último capitulo es un buen compendio de accionables en caso de que no tengas tiempo de leerlo todo.
December 31, 2015
The book offers a collection of ideas and guidelines helpful for first-time founders. At the core, founding a company is about the vision and the people, which consequently leads to culture.
If the founders have a very vivid, visual vision (3 V!), and can engage a group of followers, persuade the team to collaborate and achieve that 3V, then company will succeed.
Quotes:
This is the commitment you are making when you start a company; become an expert startup founder.
Determining if you are right for the startup experience can involve a complex personal evaluation. The good news is that entrepreneurship can be taught. It’s a journey, not an outcome, and you simply need to be doggedly committed to personally growing until you unlock your playbook, and pursue and execute on your greatest idea.
Determining if you are right for the startup experience can involve a complex personal evaluation. The good news is that entrepreneurship can be taught. It’s a journey, not an outcome, and you simply need to be doggedly committed to personally growing until you unlock your playbook, and pursue and execute on your greatest idea.
When you come right down to it, companies are really about people, starting with you.
You’ve Won Humanity’s Lottery; Be Grateful. Take Risks.
The fact is, we have a responsibility to take great risks because in truth, we have few true risks at all. I believe a life fully lived should be lived boldly, loaded with chances to push yourself to the greatest extremes of challenges
You need to trust your gut, focus on the voice of your customers, and move forward on a committed, decisive path.
The secret to a successful startup is that it won’t work until you can persuade other people to do your work for you, to engage in passionate evangelism for your product or service.
Engage the Whole Process. Founders have to be part of the whole startup process. You have to smell and taste and absorb and feel every part of it, and keep rearranging the pieces until you suddenly feel it go “Snap!” Do that, and you’ll reach a point where you know that the elements are there so that if you go in this or that direction, it’s actually going to work.
Don’t Make Big Decisions at a Time of Weakness. When you’re under extreme stress, you’ll be tempted to say, “We’ll have to close this whole thing down” or “We’ll have to make this big gamble.” But you’re not mentally equipped to make smart decisions when you’re feeling weak and beaten up.
If you can’t define your brand in three to eight words, you’re doomed.
When you need to check a reference for an important hire, suck it up and motivate yourself to conduct the reference check in person. Even if you only have time for a ten-minute conversation, go see the person you’re speaking with physically. It’s just about the only way you can hope to get honest signals (if not honest words) from somebody who’s worked with your candidate before.
I’m not clear on how I’m going to get there, but I’m 100 percent clear that I will get there.
Money Is a Magnifying Glass Money makes you more of who you already are. If you are a jerk, it will make you a bigger jerk; if you’re insecure, you become even more insecure; if you are generous, you become even more generous; if you are nice, you become even nicer. Making money is like holding up a magnifying glass to who you are, personally and professionally. It creates a lot of energy and power, and it’s up to you to use that in a really good way.
Whether it’s Moses, Luke Skywalker, or Jesus— the quest begins when the hero hears a call. It could be the voice of God or a burning bush, or a hologram of Princess Leia pleading, “Help me, Obi-Wan Kenobi.” The hero puts together a motley team to heed the call (think about Jesus and his disciples) and sets out on his quest, undergoing trials, then a death and a rebirth.
Recruit your team; that process is the earliest test of your idea’s power. You want somebody selling your idea as enthusiastically as you are. Once that early evangelist is in place, your initial team is complete.
Startup founders need to make very fast decisions. If someone comes into your office with a question, they should leave with an answer. I call it “good enough” decision-making. You have to be comfortable with the fact that there are no right answers to the questions you get all day, but you still have to answer them in real time.
Cultivate a Killer Board, and Run It like You Run Your Management Team. Be picky about your VCs: they aren’t just your source of capital, they are your inner circle. Similarly, use the opportunity of the “CEO calling card” to find fantastic directors who will be committed to you and to the company. Then manage the group. Send them all-important news (good and bad) early and often.
One of the challenges of being a CEO is that you have to be the most optimistic person in the company and the most pessimistic person in the company at the same time.
It’s not just about going to the customers. It’s about identifying major trends and having a vision of how you can participate in and affect them.
Build a Love-Driven Culture Some organizations are fear-driven, but I prefer to get involved with companies that have love-driven cultures, and by that I mean love for what they’re doing.
If the founders have a very vivid, visual vision (3 V!), and can engage a group of followers, persuade the team to collaborate and achieve that 3V, then company will succeed.
Quotes:
This is the commitment you are making when you start a company; become an expert startup founder.
Determining if you are right for the startup experience can involve a complex personal evaluation. The good news is that entrepreneurship can be taught. It’s a journey, not an outcome, and you simply need to be doggedly committed to personally growing until you unlock your playbook, and pursue and execute on your greatest idea.
Determining if you are right for the startup experience can involve a complex personal evaluation. The good news is that entrepreneurship can be taught. It’s a journey, not an outcome, and you simply need to be doggedly committed to personally growing until you unlock your playbook, and pursue and execute on your greatest idea.
When you come right down to it, companies are really about people, starting with you.
You’ve Won Humanity’s Lottery; Be Grateful. Take Risks.
The fact is, we have a responsibility to take great risks because in truth, we have few true risks at all. I believe a life fully lived should be lived boldly, loaded with chances to push yourself to the greatest extremes of challenges
You need to trust your gut, focus on the voice of your customers, and move forward on a committed, decisive path.
The secret to a successful startup is that it won’t work until you can persuade other people to do your work for you, to engage in passionate evangelism for your product or service.
Engage the Whole Process. Founders have to be part of the whole startup process. You have to smell and taste and absorb and feel every part of it, and keep rearranging the pieces until you suddenly feel it go “Snap!” Do that, and you’ll reach a point where you know that the elements are there so that if you go in this or that direction, it’s actually going to work.
Don’t Make Big Decisions at a Time of Weakness. When you’re under extreme stress, you’ll be tempted to say, “We’ll have to close this whole thing down” or “We’ll have to make this big gamble.” But you’re not mentally equipped to make smart decisions when you’re feeling weak and beaten up.
If you can’t define your brand in three to eight words, you’re doomed.
When you need to check a reference for an important hire, suck it up and motivate yourself to conduct the reference check in person. Even if you only have time for a ten-minute conversation, go see the person you’re speaking with physically. It’s just about the only way you can hope to get honest signals (if not honest words) from somebody who’s worked with your candidate before.
I’m not clear on how I’m going to get there, but I’m 100 percent clear that I will get there.
Money Is a Magnifying Glass Money makes you more of who you already are. If you are a jerk, it will make you a bigger jerk; if you’re insecure, you become even more insecure; if you are generous, you become even more generous; if you are nice, you become even nicer. Making money is like holding up a magnifying glass to who you are, personally and professionally. It creates a lot of energy and power, and it’s up to you to use that in a really good way.
Whether it’s Moses, Luke Skywalker, or Jesus— the quest begins when the hero hears a call. It could be the voice of God or a burning bush, or a hologram of Princess Leia pleading, “Help me, Obi-Wan Kenobi.” The hero puts together a motley team to heed the call (think about Jesus and his disciples) and sets out on his quest, undergoing trials, then a death and a rebirth.
Recruit your team; that process is the earliest test of your idea’s power. You want somebody selling your idea as enthusiastically as you are. Once that early evangelist is in place, your initial team is complete.
Startup founders need to make very fast decisions. If someone comes into your office with a question, they should leave with an answer. I call it “good enough” decision-making. You have to be comfortable with the fact that there are no right answers to the questions you get all day, but you still have to answer them in real time.
Cultivate a Killer Board, and Run It like You Run Your Management Team. Be picky about your VCs: they aren’t just your source of capital, they are your inner circle. Similarly, use the opportunity of the “CEO calling card” to find fantastic directors who will be committed to you and to the company. Then manage the group. Send them all-important news (good and bad) early and often.
One of the challenges of being a CEO is that you have to be the most optimistic person in the company and the most pessimistic person in the company at the same time.
It’s not just about going to the customers. It’s about identifying major trends and having a vision of how you can participate in and affect them.
Build a Love-Driven Culture Some organizations are fear-driven, but I prefer to get involved with companies that have love-driven cultures, and by that I mean love for what they’re doing.
January 4, 2022
El autor se dio a la tarea de entrevistar a muchos emprendedores y hacer un compendio de lo que consideró los mejores tips y anécdotas de cada uno. El libro es super estético, para empezar eso me encantó. Y el contenido se me hace interesante y útil.
June 12, 2017
Vague and boring.
July 28, 2018
So many stories, so many lessons and so many overnight successes. Entrepreneur or not, this is a good read for everyone.
January 8, 2019
this is a book that you can go back to again and again as it has references and interview from almost all the known startups that you might know and even though that you might not know.
July 29, 2021
Startup Playbook: Pick it up
Great advice from entrepreneurs in all facets of business. Very interesting read. Many entrepreneurs from the creator of Spanx to Elon Musk.
Great advice from entrepreneurs in all facets of business. Very interesting read. Many entrepreneurs from the creator of Spanx to Elon Musk.
December 4, 2021
Not worth reading. Nothing new on it. We all know it logically.
December 5, 2021
Solid & timeless advice
October 18, 2016
This book had a formula that was really good. They gave the background on the founder. Then discussed his initial startup. Then described some of the other businesses he/she founded. After that, they delved into his/her business philosophy. They closed by letting the founder give specific advice about startups in general. They followed this format throughout the book. Very well done.
March 22, 2017
Good advice, but hard to read without breaks. Because the information came from many different sources, which was the point, there is also a lot of repeat information. And sometimes you find you just don't like the person and that makes it hard to get through
January 26, 2016
By making sure you enter markets early, with a clear idea of where you want your business to take you and by always keeping the customer in focus, you'll increase the chances of your start-up’s success.
Pay attention to unmet needs – they might be a key to something big.
If you're looking for start-up ideas, be vigilant for products, apps and services that you or other people would like to use, but can't find anywhere. This often indicates an unmet market need that you can jump to meet.
Pay attention to unmet needs – they might be a key to something big.
If you're looking for start-up ideas, be vigilant for products, apps and services that you or other people would like to use, but can't find anywhere. This often indicates an unmet market need that you can jump to meet.
March 1, 2013
This book had the best business advice and really ignited by entrepreneurial spirit with every page. The profiles toward the end are clearly not as good as the ones in the first half of the book and they could have not included about the last 10 or so profiles. I loved the format of the company description and advice and future outlook.
February 27, 2014
This book is a secret bunyip. It hides in the field, it mocks, O how it mocks! But not too early, not too late, you get exiled into a land of Solid Matter, & you fly close to the sun, noting all the hypnotically blinding stars! Blasting Solid! Holy moly!
Great layout, great lineup, great ideas. They have to be, right?
Great layout, great lineup, great ideas. They have to be, right?
August 9, 2015
The book gives the life stories of top entrepreneurs around the world. It focuses on lessons they learned throughout the development of their venture, how they overcame difficulties and their vision for the future. It gives their advice on customer development, marketing, branding, culture and leadership. I found many lessons so applicable and very useful. Thanks for an excellent book.
February 17, 2016
By making sure you enter markets early, with a clear idea of where you want your business to take you and by always keeping the customer in focus, you'll increase the chances of your start-up’s success.
August 31, 2016
The Startup Playbook covers everything about leadership. The author offers his philosophy on business, which helps the reader generate new ideas. shows how to take a product from concept through to full implementation while making money on practical ideas that work.
May 13, 2013
it was just okay
June 11, 2013
The stories were mostly riveting and instructional.
September 1, 2013
Buen consejero, pena no conocer de antemano la mayoría de empresas/fundadores!
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