Everyone, you know, during crises times, is much more focused on, okay, how do we get the boat completely seaworthy, sailing along well, and everything going well? And so as long as you're communicating how the general strategy of the company and how the work they can do to add to that and to make that more successful and the thing that they can contribute to that, that is generally very motivating for employees in crisis times.

The first set of questions to ask yourself when you're doing cost cutting is relatively straightforward, which is, you know, can you use the necessity of cost cutting as an opportunity to do pruning or trimming for projects that aren't being as successful? But, you know, frequently those are the easy ones. I mean, there's always some kind of social costs internal to the company, but that's the easy way of looking at the future.

...Silicon Valley's success comes from the way its companies build alliances with their employees.

Silicon Valley tends to believe in the individual who creates a small group and does something big. Democracy is always frustrating, but it creates a society that, for example, allows us to invest in each other's kids, to have public education, to have both a greater society and individual freedom for creating businesses.

The real secret of Silicon Valley is that it's really all about the people

When you turn a company profitable you've gone from a company whose days are numbered to a company whose days can be infinite.

If you are not embarrassed by the first version of your product, you've launched too late.