The most common post YC failure case for the companies we fund, is they're incredibly focussed during YC on their company... and after they start doing a lot of other things. They advise companies, they go to conferences, whatever.

You certainly don't need to have everything figured out in the path from here to world domination.

You can win with the best product, the best price, or the best experience.

In the early stage of a startup, hiring senior people is usually a mistake. You just want people that get stuff done.

Even though plans themselves are worthless, the exercise of planning is very valuable and totally missing in most startups today.

The single word that matters most I think to keep the company productive as it grows is alignment.

You also want to fire people who a) create office politics, and b) who are persistently negative.