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by Jason Fried and David Heinemeier Hansson

Pagina 13
This real world sound like an awfully depressing place to live. It's a place where new ideas, unfamiliar approaches, and foreign concepts always lose. The only things that win are what people already know and do, even if those things are flawed and inefficient.

Pagina 14
The real world isn't a place, it's an excuse.

Pagina 19
Unless you're a fortune-teller, long-term business planning is a fantasy.

Pagina 40
When you want something bad enough, you make the time - regardless of your other obligations. The truth is most people just don't want it bad enough.

Pagina 41
It's entirely your responsibility to make your dreams come true.

Pagina 44
When you don't know what you believe, everything becomes an argument. Everything is debatable. But when you stand for something, decisions are obvious.

Pagina 62
Right now, you're the smallest, the leanest, and the fastest you'll ever be. From here on out, you'll start accumulating mass.

Pagina 62
The more expensive it is to make a change, the less likely you are to make it.

Pagina 67
Constraints are advantages in disguise.

Pagina 78
It doesn't matter how much you plan, you'll still get some stuff wrong anyway. Don't make things worse by overanalyzing and delaying before you even get going.

Pagina 78
Long projects zap morale. The longer it takes to develop, the less likely it is to launch. Make the call, make progress, and get something out now - while you've got the motivation and momentum to do so.

Pagina 80
You don't make a great museum by putting all the art in the world into a single room. That's a warehouse. What makes a museum great is the stuff that's not on the walls. Someone says no. A curator is involved, making conscious decisions about what should stay and what should go. There's an editing process. There's a lot more stuff off the walls than on the walls. The best is a sub-sub-subset of all the possibilities.

Pagina 80
It's the stuff you leave out that matters.

Pagina 83
When things aren't working, the natural inclination is to throw more at the problem. More people, time, and money. All that ends up doing is making the problem bigger.

Pagina 87
People use equipment as a crutch.

Pagina 90
When you make something, you always make something else. You can't make just one thing. Everything has a by-product.

Pagina 93
When you impose a deadline, you gain clarity.

Pagina 100
It's easy to put your head down and just work on what you think needs to be done. It's a lot harder to pull your head up and ask why.

Pagina 100
It's easy to confuse enthusiasm with usefulness.

Pagina 104
Interruption is not collaboration, it's just interruption.

Pagina 104
Interruptions break your workday into a series of work moments.

Pagina 106
Your day is under siege by interruptions. It's on you to fight back.

Pagina 113
When good enough gets the job done, go for it.

Pagina 127
Long lists are guilt trips.

Pagina 148
You become reactionary instead of visionary.

Pagina 149
If you're planning to build "the iPod killer" or "the next Pokemon", you're already dead. You're allowing the competition to set the parameters. You're not going to out-Apple Apple.

Pagina 149
You can't beat someone who's making the rules.

Pagina 157
Scaring away new customers is worse than losing old customers.

Pagina 161 - 1 June 2019
A product that executes on the basics beautifully may not seem as sexy as competitors loaded with bells and whistles. Being great at a few things often doesn't look all that flashy from afar. That's OK. You're aiming for a long-term relationship, not a one-night stand.

Pagina 167 - 1 June 2019
No one knows who you are right now. And that's just fine. Being obscure is a great position to be in. Be happy you're in the shadows.
Use this time to make mistakes without the whole world hearing about them. Keep tweaking. Work out the kinks. Test random ideas.

Pagina 168 - 1 June 2019
keep in mind that once you do get bigger and more popular, you're inevitably going to take fewer risks. When you're success, the pressure to maintain predictability and consistency builds. You get more conservative. It's harder to take risks. That's when things start to fossilize and change becomes difficult.

Pagina 168 - 1 June 2019
These early days of obscurity are something you'll miss later on, when you're really under the microscope. Now's the time to take risks without worrying about embarrassing yourself.

Pagina 170 - 1 June 2019
All companies have customers. Lucky companies have fans.

Pagina 170 - 1 June 2019
Plac[ing] some ads [...] is both expensive and unreliable. As they say, you waste half of your budget - you just don't know which half.

Pagina 174 - 1 June 2019
Big companies afford a Super Bowl ad; you can't. But you can afford to teach, and that's something they'll never do, because big companies are obsessed with secrecy.

Pagina 179 - 1 June 2019
People are curious about how things are made. It's why they like factory tours or behind-the-scenes footage on DVDs. They want to see how the sets are built, how the animation is done, how the director cast the film, etc. They want to know how and why other people make decisions.

Pagina 182 - 1 June 2019
There's beauty to imperfection. This is the essence of the Japanese principle of wabi-sabi. Wabi-sabi values character and uniqueness over a shiny facade.

Pagina 185 - 1 June 2019
What do you call a generic pitch sent out to hundreds of strangers hoping that one will bite? Spam.

Pagina 201 - 1 June 2019
Never hire anyone to do a job until you've tried to do it yourself first.

Pagina 204 - 1 June 2019
The right time to hire is when there's more work than you can handle for a sustained period of time. There should be things you can't do anymore. You should notice the quality level slipping. That's when you're hurting. And that's when it's time to hire, not earlier.

Pagina 208 - 2 June 2019
You need an environment where everyone feels safe enough to be honest when things get tough. You need to know how far you can push someone. You need to know what people really mean when they say something.

Pagina 213 - 2 June 2019
How long someone's been doing it is overrated. What matters is how well they've been doing it.

Pagina 215 - 2 June 2019
« I have never let my schooling interfere with my education. » -Mark Twain

Pagina 233 - 2 June 2019
"No comment" is not an option.

Pagina 242 - 2 June 2019
The more people you have between your customers' words and the people doing the work, the more likelyit is that the message will get lost or distorted along the way.

Pagina 242 - 2 June 2019
Maybe you think you don't have time to interact with customers. Then make time.

Pagina 244 - 2 June 2019
remember that negative reactions are almost always louder and more passionate than positive ones.

Pagina 249 - 2 June 2019
You don't create a culture. It happens.

Pagina 249 - 2 June 2019
Culture is the by-product of consistent behavior.

Pagina 253 - 2 June 2019
We're all capable of bad, average, and great work.

Pagina 253 - 2 June 2019
The environment has a lot more to do with great work than most people realize.

Pagina 255 - 2 June 2019
When everything constantly need approval, you create a culture of nonthinkers. You create a boss-versus-worker relationship that screams, "I don't trust you."

Pagina 256 - 2 June 2019
failing to trust your employees is awfully expensive.