ビジョナリーカンパニー

ベストセラーとなった、経営の本。「ビジョナリー・カンパニー」。私は非常に感銘を受けました。この本を読み起業した、しようとしている人もいると思います。

あまりこの本に関して、どうこう言う人は少ないのですが、シリコンバレーの起業家は面白い見方をしています。

以下、引用です。

That said, I sometimes see entrepreneurs draw the wrong message from the “Built to Last” story. They believe that in order to build a company for the long term you need to make long-term commitments in short term. They enter into long term leases. They hire too many people too fast. They overspend on hardware. They lock into a product development roadmap without an iterative development/alpha/beta process. They sign long-term strategic partnerships before their model is fully baked. I’ve heard people justify doing all of these things under the “we’re in this for the long haul” rationale. However, I believe that the best way to insure that there is a long haul is to maintain flexibility. Things change. Mistakes are made. Keep your options open – including the option to look for a chair when you think the music is going to stop.