The Hard Thing About Hard Things

书名：The Hard Thing About Hard ThingsBuildingaBusinessWhenThereAreNoEasyAnswers
作者：BenHorowitz
译者：
ISBN：9780062273208
出版社：HarperBusiness
出版时间：2014-3-4
格式：epub/mobi/azw3/pdf
页数：304
豆瓣评分： 8.8

书籍简介：

Ben Horowitz, cofounder of Andreessen Horowitz and one of Silicon Valley's most respected and experienced entrepreneurs, offers essential advice on building and running a startup—practical wisdom for managing the toughest problems business school doesn’t cover, based on his popular ben’s blog. While many people talk about how great it is to start a business, very few are honest about how difficult it is to run one. Ben Horowitz analyzes the problems that confront leaders every day, sharing the insights he’s gained developing, managing, selling, buying, investing in, and supervising technology companies. A lifelong rap fanatic, he amplifies business lessons with lyrics from his favorite songs, telling it straight about everything from firing friends to poaching competitors, cultivating and sustaining a CEO mentality to knowing the right time to cash in. Filled with his trademark humor and straight talk, The Hard Thing About Hard Things is invaluable for veteran entrepreneurs as well as those aspiring to their own new ventures, drawing from Horowitz's personal and often humbling experiences. 该内容由淘宝网乐读书屋提供

作者简介：

Ben Horowitz is the cofounder and general partner of Andreessen Horowitz, a Silicon Valley-based venture capital firm that invests in entrepreneurs building the next generation of leading technology companies. The firms investments include Airbnb, GitHub, Facebook, Pinterest, and Twitter. Previously Horowitz was cofounder and CEO of Opsware, formerly Loudcloud, which was acquired by Hewlett-Packard for $1.6 billion in 2007. Horowitz writes about his experiences and insights from his career as a computer science student, software engineer, cofounder, CEO, and investor in a blog that is read by nearly ten million people. He has also been featured in the Wall Street Journal, New York Times, New Yorker, Fortune, Economist, and Bloomberg Businessweek, among others. He lives in the San Francisco Bay area with his wife, Felicia.

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书友短评：

@ lalachen VC投资人Horowitz借用亲身经历给予创业者不同于商学院教科书的建议。书中有实用性的一面，包括从策略到执行，从招聘到解雇。创业之难在于意志上的畏惧，和某些关口的不知所措。读到此书的初创者们应该可以找到情感上的慰藉和理性上的指导。其实这个世界也蛮公平的，最终会以某种方式来奖赏才华和隐忍坚持，也会以某种方式来惩罚狂妄自大和绝对的利己。读此书可以结合横向的从零到一，或者纵向的某些风投笔记，会更有所得。 @ Marni 年度最佳！“What am I not doing?” In the end, nobody cares; just run your company. Take care of the PEOPLE, the PRODUCT, and the PROFITS — in that order. Hire for strength rather than lack of weakness. COURAGE bar for building a company remains high. 2 Core skills for CEO: 1’ Knowing what to do; 2’ Getting the company to do what you know. 这才是做vc的profile吧 @ 小张同学 全书指代ceo和entrepreneur的第三人称代词都是her，这有什么特别用意吗难道。更有意思的是中文版翻译变成男性代词了。”remember that this is what separates the women from the girls.” 中文版的是“请记住这是区分男人和男孩的方法。” 看到一半看不下去了，前半部分有些启发，后半部分给ceo读的，对我不适用

CONTENTS
Dedication
Introduction
Chapter 1: From Communist to Venture Capitalist
Chapter 2: “I Will Survive”
Chapter 3: This Time with Feeling
Chapter 4: When Things Fall Apart
The Struggle
CEOs Should Tell It Like It Is
The Right Way to Lay People Off
Preparing to Fire an Executive
Demoting a Loyal Friend
Lies That Losers Tell
Lead Bullets
Nobody Cares
Chapter 5: Take Care of the People, the Products, and the Profits—in That Order
A Good Place to Work
Why Startups Should Train Their People
Is It Okay to Hire People from Your Friend’s Company?
Why It’s Hard to Bring Big Company Execs into Little Companies
Hiring Executives: If You’ve Never Done the Job, How Do You Hire Somebody Good?
When Employees Misinterpret Managers
Management Debt
Management Quality Assurance
Chapter 6: Concerning the Going Concern
How to Minimize Politics in Your Company
The Right Kind of Ambition
Titles and Promotions
When Smart People Are Bad Employees
Old People
One-on-One
Programming Your Culture
Taking the Mystery Out of Scaling a Company
The Scale Anticipation Fallacy
Chapter 7: How to Lead Even When You Don’t Know Where You Are Going
The Most Difficult CEO Skill
The Fine Line Between Fear and Courage
Ones and Twos
Follow the Leader
Peacetime CEO/Wartime CEO
Making Yourself a CEO
How to Evaluate CEOs
Chapter 8: First Rule of Entrepreneurship: There Are No Rules
Solving the Accountability vs. Creativity Paradox
The Freaky Friday Management Technique
Staying Great
Should You Sell Your Company?
Chapter 9: The End of the Beginning
Appendix: Questions for Head of Enterprise Sales Force
Acknowledgments
About the Author
Credits
Copyright
About the Publisher
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