The proper ambition for a tech entrepreneur should be to join the ranks of the great tech companies, or, at least, to create a profitable, independent company beloved by employees, customers, and shareholders.
Nobody, not you, not my mom or dad, not "God", not Linus Torvalds, not Bill Gates, not the Queen of England, not the Dali Lama, not Zoroaster or the Easter Bunny or President Obama or the sterno bum at the corner of 3rd and Main, not Sergey Brin, not Kevin Rose, but NOBODY has any standing to tell me what my "proper ambition is." Why? Because "fuck you", that's why. You don't know me, my life, my past, my future, my dreams, my fears, my hopes, my goals or a goddamned other thing about me. Don't f%!#ng try to tell me what I ought to aspire to.
Say I build a company to a point where I could sell for enough that I could walk away with, I don't know, let's call it $10,000,000 USD. The other option is to stay independent and maybe, maybe eventually IPO. It's easy to sit on the sidelines and say "Go for the IPO, don't sell, selling is a failure". But you know what... maybe I need the money right now to do some things I always wanted to do. Maybe I want to buy my aging mother a new house, and I don't want to wait for a bloody IPO, I want to do it now. Maybe I have a family member who needs special medical care, or - fuck it - maybe I just want to cash out, fly to Scotland, and spend the rest of my life looking for a 6' tall, redheaded supermodel with a Scottish accent to marry.
In any case, no, you don't get to tell me that I failed, if I choose to pursue what matters to me.
Look, I get the point... I agree that - in general - entrepreneurs would want to stay independent, and would prefer to wait. I don't relish the idea of building a company and then selling it... but life is more complicated than that. And life is a series of tradeoffs and a constant balancing act between doing what is best for us right now versus what is best for the future. One is not a failure for making a rational, reasoned decision to favor one set of priorities over another.
This is the part that rankles with me. Why is, "stay privately held and continue to turn a profit year over year" never considered an option? Why is it only "sell" or "IPO"?
For example Valve can pull this off, they are a game company, always building the next great game, they always have something new to work on and have gone to great lengths to keep their employees involved and attract top talent. They have avoided stagnation.
On the other hand, many of the companies you see get acquired built one or two focused products, they don't have 'the next big game' to work on, that is boring for many people, particularly the 'founder type'. Boredom -> stagnation -> erosion.
You could say that company X could just define themselves as e.g. a 'mobile app' company the way that Valve is a 'game company', but in reality, 'mobile app' is way too broad. How is a 'mobile app' company any different than startup? The difference is that instead of investors taking the risk on the new product, the company takes the risk, which doesn't bode well for the constant year over year profit ideal.
The 'company taking the risk' model can work, e.g. Google, but you have to be wildly profitable to pull it off, that is hard, really hard, so hard that only a hand full of companies have ever pulled it off.
tl;dr Privately held long term companies can get boring quickly. It takes a very particular type of market, a founder who really wants a lifestyle company, or a company that is wildly profitable to avoid stagnation. All three options are relatively rare.
To which I would say: Seriously dude, why didn't you go into iBanking if you're so shit hot and what you really care about is stacks on stacks on stacks.
A VC is only looking at time frames of 3-5 years, given the limitations of their business model. If you don't look poised to grow 5-10x within that time frame then it's not worth their time, given they could be throwing money at the next potentially huge company instead.
If you run out of time you might get turfed by your investors when they call in their convertible note, and they'll either aim to liquidate the place or put in someone they think can turn it around.
If you run out of money, it's likely you're screwed because you were encouraged to trade growth for profitability. By this point it's often obvious whether you've run out of time.
Something like that.
People talk about 'exit' strategies. It makes it rather obvious that the thing they've created is much less important than the money to them.
Whether or not that bothers you, I think it's nice to have occasional articles talking about the view espoused in this article - that entrepreneurship is artistic and artists that care about their money more than their art are viewed with a mixture of admiration and disappointment by artists that have not yet had the chance to 'sell out' or the few who get the chance and don't.
as someone whose psychology is more aligned with the organic growth model, i fully agree with you, but if you lean the other way staying privately owned is just passing up the opportunity to get big fast.
The conclusion is so obviously false that it doesn't even require saying as much. If somebody ever offers to buy one of my businesses for a price that makes me happy, I'm going to consider that a win.
And I'll let the parent explain to the author exactly where he can place his opinion of me.
You can see it when he speaks about the media companies paying attention and trying out all his ideas, both of those are measures of respect and acknowledgment that his/their ideas were useful and a positive contribution to society.
If anything, I read this as a warning that "life isn't just about stacking bills" and that money is a means to accomplishing the goals you set before yourself. If you short circuit the fun you are having for money, you either will find something else that makes you happy, or you will pine for the meaning in your life that you lost, and write this article.
LOL... it's so funny you would say that. I was thinking last night, after this comment started getting upvoted like mad, how pathetic it is that this comment, which is basically just an emotionally charged rant, gets massive upvotes, while my much better comments - the ones full of research, thoughtful commentary, links, etc., - languish with no upvotes. I mean, I stand behind the above comment 100%, and would repeat it today. But it isn't a particularly good comment. There's nothing actionable in it, and nobody learns anything new from reading it, except for "Phil thinks $BLAH". sigh
Having lived in Scotland, I can confidently advise you that you are better off conducting that particular search in London. Your critique of the article was spot on, though.
This is hands-down my favourite perspective on HN, ever.
Also, once you have your $10,000,000 payout, then you can swing for the fences all day on your later projects. With a few million in the bank you can afford to take the bigger risks. The stress of running a start-up while you have $50 in the bank is real.
Then either you've got into this situation unplanned - a failure of sorts - or you made a terrible choice of strategy for getting the money, and got lucky. There are far more efficient paths to that kind of cash if that's what you want.
That may all be true, but how would any of that support the idea that a 3rd party gets to define the "proper ambition of a tech entrepreneur" is? I'm not arguing for "build to flip" here, or even arguing against the idea that most entrepreneurs would prefer to build for the long-term, and build a sustainable, enduring business... I'm just arguing that no one of us has any real basis for making a claim like "the proper ambition of a tech entrepreneur should be X" and then say "you're a failure because you didn't X".
True, but I know about the potential of companies, and failing to reach that potential is a form of failure.
So you know all about the ultimate potential of every single company out there, formed and as-yet-unformed? Dude, if you're that prescient, forget this entrepreneurial thing and just buy lottery tickets, or go to the horse tracks.
All joking aside, I don't completely disagree with "True, but I know about the potential of companies, and failing to reach that potential is a form of failure", but I do disagree that you have any standing to mandate what everyone else should have as goals, or what their "success criteria" are.
I suppose if one were looking at it from the point of view of "the success of the company" as opposed to "the success of the founders" I could be more sympathetic to your position, but I didn't see anything in TFA that strongly suggested that that's where you were coming from.
> NOBODY has any standing to tell me what my "proper ambition is."
Nobody is telling you what YOU should do or not do as a human being; I think the debate is about the meaning of words.
If you buy a piano and proceed to destroy it with a chainsaw, you can certainly do that. But you don't get to call it "playing the piano" or "composing" (although nowadays it may be considered some kind of "art").
But the author of TFA did. He made a blanket assertion about what the "proper ambition of a tech entrepreneur" ought to be.
If you buy a piano and proceed to destroy it with a chainsaw, you can certainly do that. But you don't get to call it "playing the piano" or "composing" (although nowadays it may be considered some kind of "art").
I agree, 100%. But I don't see how that's even remotely analogous to the point about the author of TFA mandating what a tech entrepreneur's ambition ought to be.
There is nothing wrong with discovering a problem you don't have or care about that people are willing to pay to have fixed, slugging through building something to solve that problem, and trying to maximise your profit and minimize your time. There is nothing wrong with working hard in a field you are not passionate about to make money.
How passionate do you think the guy soldering your alarm clock battery to the circuit board in Guangdong China is about his job? He does it to make money for himself and/or his family. Is there something wrong with choosing entrepreneurship with the hope of making a fuck ton more money than that, or are you required to take the job you can get unless you want to build a billion dollar business for shareholders?
Only working on something you are fully passionate about and getting paid well is a luxury not everyone can afford.
There is also nothing wrong with creating a non-profit to help limbless children in Cambodia, taking no salary, and spending all your time in service of others.
In fact, the former can allow you to do the latter, still support your family, and live well yourself.
I agree with mindcrime. And I wonder why so many PandoDaily writers are so full of pomp. And fuck that guy.
I do sometimes wonder why these sorts of acquisitions remain so prevalent though when minus a few notable exceptions the life cycle tends to consist of a company paying many millions or even a cool billion for some tech in a stack they don't even use (only to kill it soon after) plus a handful of employees that tend to stick around barely engaged until just long enough to unlock whatever golden handcuffs they have on.
Seems like way more often than not they are failures more on the side of the acquiring party though I guess there may be some valid (though ultimately unfortunate and cynical) reasons for participating like nipping a potential future competitor in the bud.
My good friends Robby & Wayne's company, Zenter, was acquired by Google in 2007. While Robby has since left, Wayne is now a very respected eng manager in charge of a very important project, so I would argue that acquisition was successful for them.
So while many acquisitions do not work out well (and usually loudly), it would be a big mistake to pretend that applies to all acquisitions.
I guess what the OP means is that price alone is not a sufficient criteria to judge whether an acquisition was a success. If you sell your company for a large amount of money, but it gets shut down, that's not "success" (although it's certainly much better for you than closing down without any money).
True, though I certainly wish I'd known this position before I earned mine.
The deal is often overpriced based on "synergy" between the companies that does not exist.
But the deal happens because of perverse incentives for the management of the buying company.
The buying company often loses money and would have been better off not buying.
What most commenters don't understand, in my opinion, is that real entrepreneurs don't start their company to get rich. If getting rich is your priority, become an investment banker (If you really want to code, make some automatic trading algorithms and financial models for investment bankers.)
In that regard, selling your company is, very often, a failure.
In my experience, the worst is to have to give up your values. As a young entrepreneurs, I started my first company 10 years ago with not only a strong vision for my product, but also an quite idealistic goal for the values of my company and my team. We wanted to be different. We wanted to do things as we thought it was right to do. And nobody could tell us what we had to do. It was such a strong feeling. It drove the success of the company. Ten years later, we got acquired by a large corporation that is not better or worse than you normal large corporation. And we had to give up all that. That's failure.
People keep saying this, but it's a whole different category of thing than "become a programmer". You can't start with no particular skills and no education, work hard at learning for three months, and get a job as an investment banker (or, if it's possible, it's not so easy as to be a common route to investment banking, like it is for programming).
Being an investment banker requires knowing people; being a top programmer only requires knowing stuff.
Sorry, but this is completely self-contradictory. With your fat bank account, you can start a new, independent company. If what he wants is:
> our way of thinking of a better approach to consumer tech, with less structure and more play, an exploratory mindset that, through trial-and-error, produces very tangible real-world value
Then nothing is stopping him from doing that again. In fact, he's in an incredibly privileged position.
Indeed, being acquired and then let go lets you focus your energies on new things, rather than being stuck maintaining old things you created in the past -- "maintaining" things being something that established companies might very well be more skilled at.
So, besides being needlessly inflammatory, this post doesn't even make sense inside of its own logic.
It takes years to build a great company. Running a great company was better than having the potential to start a new one.
For you, in your specific context.
Some startups are beef type. These are made to grow as fast as possible, increase the user base by whatever means, without care about long-term health. They hunt for investments, especially big ones. Then, the sooner the better, such a company is sold to a large company and butchered, either to be digested and feed the corporate muscle, or just to remove competition with the big company's product line.
Other startups are milk type. These are grown steadily and sustainably, if slowly, with great care about long-term health. They are usually become profitable early on, at least ramen-profitable. Owners usually reject several acquisition proposals, and are careful with 3rd-party investments so as not to lose control of the company.
I think that a milk-type company has a far better chance to be a long-term success and transform the industry. It may grow huge, like Google, or stay small, like Github or Craiglist.
In rare cases beef-type companies do not die within a large corporation but become an important organ (e.g. Android inside Google), or enjoy a benign neglect (e.g. Instagram inside Facebook). But usually they just die, the way the post explains, or even worse.
There are folks who will pursue money, and then an acquisition looks like a nice validation and exit. Great. No prob there.
But there are a bunch of folks who are satisfied when they are building, and any other mode feels like something is missing in life. My advice to this (my) cohort: Don't fight it, just accept that you're always going to need a project to obsess over. Odds are that project will be a failure but not as much as anything else that is not so much a "project" as "going to work in the morning."
And I am pretty sure that, in my own case, this is exactly what would happen. Because, yes, a natural born entrepreneur does always feel that drive to build and to create. But nothing says we can only have one creative outlet in our entire lifetimes!
A) sell B) IPO C) stay the course
If you've taken investment at any point, especially VC, you are pretty bound to do A or B. Your investors want to see the company succeed in many ways, but they are also looking for returns at the end of the day. Large ones. So if the opportunity comes along, your board will probably make you take it.
So C is really only an option if you're 100% bootstrapped. That's pretty rare these days. Even if you are, the excitement, challenge, and general "buzz" you get from being a startup founder is going to pass at some point. Either the company stagnates or you get too big to be nimble.
The author seems to be just lamenting the passing of time, that he's not as excited and hungry as when he first started. In most cases, nothing you do is going to bring that innocence back.
How do you know that?
Sometimes selling is the only option for some and I can sympathise with that. Or if you invested a whole heap of effort, time and money and want to cash out purely for the money, what is so wrong about that?
The only upside to an acquisition is money. Does that often make it the right, logical choice? Of course. Put that aside.
Once you're acquired by a larger more beaurocratic organization, your company dies (perhaps quickly, perhaps slowly), your projects flounder or become administratively managed, your ability to innovate quickly goes away. In short, your dream dies.
His personal accounts of this happening are on the money and are not uncommon effects.
Facebook is a grand counterexample. Zuckerberg didn't sell out when the company was young and he was offered ridiculous buyouts because facebook wouldn't exist today in the same way if he had. The dream would have been killed. Far-fetched example, but maybe true.
Of course it's important to think about reality, of course you have to look at the real world too; of course of course of course. No one can deny you that perspective.
But just maybe, let all that go for one second, and think from an idealistic perspective. Be a dreamer. Don't go after the most logical realistic thing right away. Or at least consider it.
Because we need those companies too. We need companies that can dream, and innovate, and remain independently fueled with a common goal and a vibrant workforce. We need companies that aren't acquired because we need dreamers to think big, so the world can go somewhere better—rather than just somewhere with bigger bank accounts.
as a real world example, does anyone think the keyhole vision was somehow killed by becoming google earth?
Now that I totally agree with. And that's one of our goals at Fogbeam Labs. I'm absolutely down with the idea of building a large, sustainable, profitable company that branches out into many fields. I've joked with people that our goal is to be "the next Red Hat", but in a lot of ways, I could say that we want to be "the next IBM" or "the next GE" and it would be more on point.
The big part of TFA that I disagree with is the part where you presume to tell entrepreneurs what their ambition ought to be. That and what came off to me as a judgemental tone, but that probably had a lot to do with the title.
Such a blatantly false sweeping generalization...obvious troll is obvious.
Why exactly is this on the front page with 115 upvotes?
I can think of a couple of examples like Picnik and Posterous. I'm not sure what those guys wanted out of it, and I hope they are happy with the decision. For me personally they were both two great products that dissolved into nothing... I'm sure there are plenty of examples to the contrary (some people mentioned other successful google product that really became huge).
That may partially be because he was too busy to learn what makes him happy other than work.
I think the world is a much better place with PG & Company running Y Combinator than if they had slogged on and on with Viaweb.
however, this does not mean that every companies main goal needs to be to get big. if you're driven by other desires, your style of business will follow. be aware of what you want, visualize it, this makes it far less frustrating.
"I wrote an article for Pando. My suggested title, “A Critique of Popular Ambition”, didn't make it."
ref: https://twitter.com/jakelodwick/status/319330932945469440
Oddly they link to the url when it is now some Japanese site.
Thaaaaat said, I disagree with "always a failure", at least in the pejorative sense. Let's be realistic, here. Let's first take a page from Eastern religions. Impermanence. Go here: http://en.wikipedia.org/wiki/Impermanence
All things change. And die. That doesn't mean they were without value. They contributed, and left a trace. Something that is a ghost or a fragment of a god or a cloud of electricity (depending on whom you ask) carries around a decaying corpse for 100 years. It's absurd! Everything is constantly falling apart, but the universe seems to be get slightly better each day in spite of it. Nothing in the physical world is built to be eternal. That's especially true of businesses, which are generally built to effect one economic change that is initially radical but, once proven, is taken for granted, at which point it's commodity work that will be done better when a more innovative competitor comes along. Circle of life...
I try to live life by the Boy Scout's rule: I win if I leave the place better than I found it. Even though my effects will live on in subtle, chaotic ways, no one's going to remember my name in 500 years. If reincarnation is true, I won't recognize my current name in 500 years. So...
Yes, if you're building a business for "Teh Exit" with the intention of making millions while leaving your colleagues stranded in brain-dead corporate subordinate roles that they'll hate, then you are, in fact, a fucking loser wankbasket and I hope you fail. Build-to-flip scene kids can choke on a taint. But this doesn't describe everyone who starts a business and ends up selling it. Sometimes, the thing generates legitimate value but proves not to have enough upside to justify the entrepreneur's continued full-time commitment... or it just gets into a state where she's no longer the right person to manage it. There are good reasons for good entrepreneurs to sell their businesses.
We shouldn't be looking at the mode of Teh Exit for moral guidance. That's what created this fucked-up, worthless VC-istan so-called "tech" ecosystem in the first place. Sometimes good businesses are acquired and bad ones IPO (which is just another form of acquisition). Instead of boasting or griping about ExitzLulz!!!111!!(10^large-1)/9!!, we should be focusing a return to genuine value creation, no matter what form it takes (and it won't always be a private-sector business). We should get back to Real Technology: solving problems that people actually care about that make peoples' lives better. And we should get back to ridiculing these well-connected (not "empty suit", perhaps "empty hoodie"?) scene kids and their marketing-experiments-called-technology, no matter how they "exit". We should drive those fuckers out of town.
I do think it is fascinating that acq-hires tend to be priced at 40-50 years of salary, given that an employment relationship only lasts 4 years on average. What does it tell us? It tells us that we, as engineers, suck so bad at marketing ourselves and negotiations that an often inconsequential third party (stone soup?) can sell us for a 10x markup. Also, it shows that large companies are ridiculously bad at discovering internal talent. The fact that Yahoo bought 17-year-olds at a panic price just indicates that their middle management filter is so bugfucked that they've given up on discovering talent, internally, at the bottom. If you have to buy a new winter coat for $800 every November, it means you need to get some order in your fucking house so you stop losing track of shit.
By the way, most of "social media" is not that innovative. It's just a wave of marketing experiments that uses technology because almost everything new is technological. Social media are the reality shows of technology. Reality shows aren't prolific because they're good, but because they're cheap (no actor's salaries, no writer fees). Social media startups are so common because they don't require a deep technological understanding, and because well-connected morons can CxO them, so long as they can buy a "scaling expert" at a panic price post-Series-B.
Let's get back to the issues that actually matter. Bashing people just because they get acquired as bad as the tyranny of Those Who Have Completed An Exit (celebrity founders) in fundraising. So let's just stop the nonsense and talk about how to direct ourselves to real work.
And... In-dig-nay-shun! http://www.youtube.com/watch?v=EtCiP8B2xpc#t=7s
