Tim Sullivan

Reid Hoffman é um dos adultos do Vale do Silício. Depois de ajudar a fundar o PayPal, ele fundou o LinkedIn, em 2002, que o transformou em um bilionário. Ele foi um dos primeiros investidores do Facebook e agora é sócio da empresa de capital de risco Greylock. Escreveu dois livros, The Start-up of You (com Ben Casnocha) e The Alliance: Managing Talent in the Networked Age (com Casnocha e Chris Yeh).

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Reid Hoffman is one of Silicon Valley&#8217;s grown-ups. After helping to found PayPal, he moved on to launch LinkedIn in 2002&#8212;an endeavor that turned him into a billionaire. He was an early investor in Facebook and now serves as a partner at the venture capital firm Greylock.
In this edited interview with Tim Sullivan, of HBR Press, Hoffman explores his idea of &#8220;blitzscaling&#8221;&#8212;the discipline of getting very big very fast. In today&#8217;s networked landscape, the path to high-growth, high-impact entrepreneurship can be chaotic and grueling. It involves rapidly building out a company to serve a large and usually global market, with the goal of becoming the first mover at scale.
And there&#8217;s no playbook to guide you, Hoffman notes. &#8220;You throw yourself off a cliff and assemble your airplane on the way down.&#8221;
Hoffman emphasizes that blitzscaling is not just about growing revenues and the customer base but also about scaling the organization. People naturally focus on the first two, and &#8220;if you don&#8217;t get those right, then nothing else matters.&#8221; But very few businesses can succeed on those fronts without also building an organization that has the capability and the capacity to execute at a high level in the face of extremely rapid growth.
The challenges, risks, and headaches of blitzscaling go beyond the operational; they can take a toll on organizational happiness. &#8220;But the thing that keeps these companies together&#8212;whether it&#8217;s PayPal, Google, eBay, Facebook, LinkedIn, or Twitter,&#8221; Hoffman says, &#8220;is the sense of excitement about what&#8217;s happening and the vision of a great future.&#8221;

Blitzscaling

Reid Hoffman é um dos adultos do Vale do Silício. Depois de ajudar a fundar o PayPal, ele lançou o LinkedIn em 2002 - um empreendimento que o transformou em um bilionário. Ele foi um dos primeiros investidores do Facebook e agora é sócio da empresa de capital de risco Greylock.
Nesta entrevista editada com Tim Sullivan, da HBR Press, Hoffman explora sua ideia de "blitzscaling" - a disciplina de se tornar muito grande muito rapidamente. No cenário atual de redes, o caminho para o empreendedorismo de alto crescimento e alto impacto pode ser caótico e cansativo. TI envolve a rápida construção de uma empresa para atender a um mercado grande e, geralmente, global, com o objetivo de se tornar o primeiro a atingir a escala.
E não há um manual para orientar o senhor, observa Hoffman. "O senhor se joga de um penhasco e monta seu avião na descida."
Hoffman enfatiza que o blitzscaling não se trata apenas de aumentar as receitas e a base de clientes, mas também de expandir a organização. As pessoas naturalmente se concentram nos dois primeiros, e "se o senhor não fizer isso direito, nada mais importa". Mas pouquíssimas empresas podem ter sucesso nessas frentes sem também construir uma organização que tenha a capacidade e a habilidade de executar em alto nível diante de um crescimento extremamente rápido.
Os desafios, os riscos e as dores de cabeça do crescimento rápido vão além do operacional; eles podem afetar a felicidade organizacional. "Mas o que mantém essas empresas unidas - seja o PayPal, o Google, o eBay, o Facebook, o LinkedIn ou o Twitter", diz Hoffman, "é a sensação de entusiasmo com o que está acontecendo e a visão de um grande futuro."

Reid Hoffman is one of Silicon Valley’s grown-ups. After helping to found PayPal, he moved on to launch LinkedIn in 2002—an endeavor that turned him into a billionaire. He was an early investor in Facebook and now serves as a partner at the venture capital firm Greylock. In this edited interview with Tim Sullivan, of HBR Press, Hoffman explores his idea of “blitzscaling”—the discipline of getting very big very fast. In today’s networked landscape, the path to high-growth, high-impact entrepreneurship can be chaotic and grueling. It involves rapidly building out a company to serve a large and usually global market, with the goal of becoming the first mover at scale. And there’s no playbook to guide you, Hoffman notes. “You throw yourself off a cliff and assemble your airplane on the way down.” Hoffman emphasizes that blitzscaling is not just about growing revenues and the customer base but also about scaling the organization. People naturally focus on the first two, and “if you don’t get those right, then nothing else matters.” But very few businesses can succeed on those fronts without also building an organization that has the capability and the capacity to execute at a high level in the face of extremely rapid growth. The challenges, risks, and headaches of blitzscaling go beyond the operational; they can take a toll on organizational happiness. “But the thing that keeps these companies together—whether it’s PayPal, Google, eBay, Facebook, LinkedIn, or Twitter,” Hoffman says, “is the sense of excitement about what’s happening and the vision of a great future.”

Blitzscaling

Resumo.

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