Zitat des Tages von Tony Fadell:
I used to work about 100 hours a week; now it's about 70. But 40 hours? Forget about it. Either you're all in, or your not.
I learned the power of 'no.' No is really important. Entrepreneurs are told to say 'yes, yes, more, more.'
If you look at where the tried and true of Silicon Valley VC's are investing, it's in people who understand what it takes, who've been through it and have a network of people they can tap and resources to pull together.
People buy products, and they want to understand what those things are and how they are applicable to their life.
Computers are great tools, but they need to be applied to the physical world.
I've been working with contractors designing and building a house on a nonstop basis since 2005. I learned about all these systems of audio, construction, electricity, energy, water systems.
I started designing the greenest the most connected home before the iPhone and the iPad.
Having kids makes you think about the world differently.
While I was designing my home, I was living in different houses all around the world, and I saw thermostats that were just as bad as the ones in the U.S., or houses that needed them but didn't have them. I realised that this was a worldwide problem. I thought, 'Let's fix it.'
You need to set near-term milestones. Put the assumptions down on paper, and make it to your vision or ultimate product. Your team has to understand where they're going. Your partners need to understand where they're going.
There are two different types of prototyping. First, the gut sense. You know how far you can take it. Second, you need experts to figure out whether or not it is attainable.
I look at the world and peer into products and think, 'What's wrong with these products?'
We work crazy hours in Silicon Valley; my wife says we're all kind of diseased in some way. We're totally obsessive compulsive - when we see an idea, we're like, 'let me in, it's so much fun.'
Google has the business resources, global scale and platform reach to accelerate Nest growth across hardware, software and services for the home globally.
I had been doing MP3 players and handheld computers since 1990-1991, and so they sought me out because of my experience. And about 18 generations of iPod and three generations of iPhone later, I decided to leave Apple.
You have to look at why people come and work at Nest. Part of it is that a lot of people here already know each other, but we're also on a mission with a purpose. People are personally motivated by energy or safety.
It wasn't until the Apple Macintosh that people understood what true hardware-software integration was about. It took one company to line it up: low-cost hardware, cool graphics, third-party products built on top of it, in an all-in-one attractive package that was accessible to consumer marketing.
I have not seen a true grounds-up revolution from a bunch of companies getting together. It takes one company to put it together, then people draft off of that, but they don't build it top to bottom with a specific vision.
