Zitat des Tages von Ben Silbermann:
One of the things I've learned is to be receptive of feedback.
I've worked on products where they go down in the middle of the night, and no one notices. You get the 'site down' notice, but it doesn't matter.
There's a lot of pressure to look like the last company that was successful.
From the outside, there's a perception Silicon Valley is full of really young, geeky guys. The reality is there are lots of different types of people there.
We're trying to do something so that when the average person uses Pinterest, it has to make the service better.
At a small company, so much of the trick is focus. Not only can you only do a finite number of things, but you have to do them in the right order.
For me, Google was the coolest place. It was the coolest place. People there were so smart. And they were all doing these really interesting things. I just felt lucky to be part of it even in a small way.
The whole reason Pinterest exists is to help people discover the things that they love and then go take action on them, and a lot of the things they take action on are tied to commercial intent.
No amount of technology is going to change the fact that people process information visually.
I think anyone who makes products has this simultaneous joy and, almost, shame looking at it. You look at it all day, and all you can see is all these things you want to make better.
Don't take too much advice.
I really believe that the raw ingredient of any creative business is the set of experiences that the team has, the set of skills. I think a simple fact is that if you have a different set of experiences based on how you grew up or how other people perceive you, or if you have a different set of skills, that will produce a better company.
The companies that I really admire the most are the ones that have a deep visceral understanding of why people use their service, and they figure out ways of making money that are completely consistent with how people are feeling and what they are doing at the time.
The No. 1 challenge is getting people to understand that Pinterest isn't a social network.
I kind of think of engineering like the chefs at a restaurant. Nobody's going to deny chefs are integrally important, but there's also so many other people who contribute to a great meal.
When Pinterest works well, it helps you find things that are meaningful to you. We want to build a system that helps you do that.
I hope Pinterest is my last job.
I always just want to move along to the next step.
Most people generalize whatever they did, and say that was the strategy that made it work.
So March 2010, we launched Pinterest, and we were at 3,000 accounts. And that wouldn't be so bad if we hadn't started building Pinterest actually in November 2009. And that alone wouldn't have been so bad if I hadn't left my job to start a company in May 2008.
I was obsessed with this idea that these things that you collect, they just say so much about who you are. I can't say it came from hard-nosed business analysis... It was just something I really want to see built.
We want the average person to use it and think that it makes the experience of using Pinterest better.
Google was like the only company that was like, 'We're making so much money; let's take a picture of every street in the world.' Nobody does that.
I always describe Facebook and Twitter to some extent as 'them time': it's time about the world and what's outside of you. Pinterest, for a lot of users, is 'me time.' What do I want my future to be? Who am I? What are the things I want to do?