The company that consistently makes and implements decisions rapidly gains a tremendous, often decisive, competitive advantage.

We now know that something between 85 and 90 percent of most software product features are unwanted and unneeded by customers. That is an enourmous ammount of waste of time and money that ends up on the floor.

When you're gone would you rather have your gravestone say, 'He never missed a meeting.' Or one that said, 'He was a great father.'

My advice was to start a policy of making reversible decisions before anyone left the meeting or the office. In a startup, it doesn't matter if you're 100 percent right 100 percent of the time. What matters is having forward momentum and a tight fact-based data/metrics feedback loop to help you quickly recognize and reverse any incorrect decisions. That's why startups are agile. By the time a big company gets the committee to organize the subcommittee to pick a meeting date, your startup could have made 20 decisions, reversed five of them and implemented the fifteen that worked.

Essentials of how to do a startup do not include writing a business plan

In a startup no facts exist inside the building, only opinions.

A business model describes how your company creates, delivers and captures value.