Jason Fried & David Heinemeier Hansson - Zitate und Weisheiten

Give up on the guesswork. Decide what you’re going to do this week, not this year. Figure out the next most important thing and do that. Make decisions right before you do something, not far in advance.

Have you ever noticed that while small businesses wish they were bigger, big businesses dream about being more agile and flexible?

But we’re just as proud of what our products don’t do as we are of what they do. We design them to be simple because we believe most software is too complex: too many features, too many buttons, too much confusion. So we build software that’s the opposite of that.

A lot of companies focus on the next big thing. They latch on to what’s hot and new. They follow the latest trends and technology. That’s a fool’s path. You start focusing on fashion instead of substance. You start paying attention to things that are constantly changing instead of things that last. The core of your business should be built around things that won’t change. Things that people are going to want today and ten years from now. Those are the things you should invest in.

In business, too many people obsess over tools, software tricks, scaling issues, fancy office space, lavish furniture, and other frivolities instead of what really matters. And what really matters

Find a judo solution, one that delivers maximum efficiency with minimum effort. Judo solutions are all about getting the most out of doing the least. Whenever you face an obstacle, look for a way to judo it.

And remember, you can usually turn good enough into great later.

So we decided that if anything takes one of us longer than two weeks, we’ve got to bring other people in to take a look.

Don’t prioritize with numbers or labels. Avoid saying, “This is high priority, this is low priority.” Likewise, don’t say, “This is a three, this is a two, this is a one, this is a three,” etc. Do that and you’ll almost always end up with a ton of really high-priority things. That’s not really prioritizing. Instead, prioritize visually. Put the most important thing at the top. When you’re done with that, the next thing on the list becomes the next most important thing. That way you’ll only have a single next most important thing to do at a time. And that’s enough.

Pour yourself into your product and everything around your product too: how you sell it, how you support it, how you explain it, and how you deliver it. Competitors can never copy the you in your product.

When you let customers outgrow you, you’ll most likely wind up with a product that’s basic—and that’s fine. Small, simple, basic needs are constant. There’s an endless supply of customers who need exactly that.

People and situations change. You can’t be everything to everyone. Companies need to be true to a type of customer more than a specific individual customer with changing needs.

There’s surprisingly little difference between a candidate with six months of experience and one with six years. The real difference comes from the individual’s dedication, personality, and intelligence.