Moritz

To make better growth decisions, understand your customers: #CustomerCentricGrowth
🤍 food and farmers. 'with a style that can be irritating for some'

[Moritz @mxmoritz]

MARKET REALITIES

1. What the people in the business think they know about customer and market is more likely to be wrong than right.

[Moritz @mxmoritz]

Money is a bad proxy for truthfulness.

[Moritz @mxmoritz]

And once you realize it is written by AI it's hard not to ignore the entire thing and put it aside entirely

[Paul Graham @paulg]

A lot of the emails I get from founders are now written in a hard-hitting journalistic style. I know they're written by AI, because no founder ever wrote this way before. And once you realize something is written by AI, it's hard not to ignore it.

[Moritz @mxmoritz]

@drgurner Probably bc someone didn't get paid upfront to "deliver a book in 12 mths to your audience" and had to learn writing first...

[Moritz @mxmoritz]

@garrytan @dharmesh Rings true when I look at managing my context amount, too. Not everything must be re-negotiated just bc it can

[Moritz @mxmoritz]

@DHLexpress not working in Berlin. After experiencing @DeutschePostDHL not picking up twice(!), I opted for Express. But even their express division is unable to deliver in a timely manner!!

[James Cham @jamescham]

I met a guy who teaches game design. Says nobody can predict what will be fun. You have to iterate and play test constantly. Same is true for demos. Don’t wait to perfect it because you are probably wrong about what will resonate!

[Moritz @mxmoritz]

@mbateman @pmarca "Upside of Stress" from @kellymcgonigal made me at peace with "stress"

[Moritz @mxmoritz]

@d_tao Became quite famous 15 years ago on German late night. The host even drew up a logo to look like Apple's...

[Moritz @mxmoritz]

@clairevo Great headline! What Amazon was to the strategy slide deck, Stripe is going to be for the design slides: No place to hide for design

[Moritz @mxmoritz]

@pmarca What if the emperor had no clothes all along?

little has changed the last 5 thousand years but the stories we justified an institution

[Moritz @mxmoritz]

Real essays earn their structure by making the reader work slightly.

Right now most AI output reads too tidy

[Moritz @mxmoritz]

@lennysan @rabois Hire for “barrels,” is still the GOAT lesson by Rabois

[Moritz @mxmoritz]

"A lot of machine learning is very empirical. You try and see what works, but have a disciplined approach for exploring what works."

—Andrew Ng

[Jen Abel @jjen_abel]

not talked about enough …

sales folks that come from a well-known logo

often … marketing and brand did so, so much of the lift in their job

[Moritz @mxmoritz]

@marcrandolph Bc now you move yourself and not just the universe around you and that increases surface for data points

[Moritz @mxmoritz]

@emollick Coordination costs of humans

[Moritz @mxmoritz]

@rebeccakaden @usv This felt freedom of reconfigurable spaces fostering innovation I still find fascinating ever since coming across it in some book on Silicon Valley history

[Moritz @mxmoritz]

@paulg The biggest insult for a tailor:
"Oh, you work in the fashion industry..."

[Moritz @mxmoritz]

The Dangerous Seduction of the Lifetime Value (LTV) Formula

[Bill Gurley @bgurley]

Paid marketing is the crudest game you can play. It’s admitting you have no creativity. And actually restricts your creativity. Fire those that want to spend more. https://t.co/2EWcIwtQGU

[Moritz @mxmoritz]

The hard part [... is] figuring out how to actually get it done.

[Marc Randolph @marcrandolph]

Get. Things. Done.

Many years ago, in one of my earliest board roles, I was assigned to the board’s marketing committee.

Every meeting followed a similar pattern: the head of marketing advised us on what he was doing, and my fellow board members and I would tell him what he was doing wrong and what he should do instead.  But quarter after quarter, none of it ever seemed to get done.  

Looking back, I now see that our meetings were basically drive-by-shootings. 

Show up, pepper the VP with ideas, and leave.

Figuring out what the organization needed to do was easy.  The hard part, I leaned, was figuring out how to actually get it done.

That simple insight has not only shaped my approach to every board I’ve sat on since, but it has also shaped my approach to my start-up work as well – and particularly to the way I treat the people working for me.

It’s simply not enough to know what to do – the harder part is figuring out what it will take to get it done – and then making sure that the resources are there and the roadblocks removed. In the movie Oppenheimer, Lewis Strauss informs one of his advisors that  “Surviving in Washington is about knowing how to get things done.” 

It’s no less true in Silicon Valley.