A warning from Silicon Valley entrepreneurs: no need to consider business models too soon

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The "entrepreneurial spirit" of Silicon Valley is so evident and defiant. This was in the disrupt SF 2012 conference held a few days ago, and from the speeches of many entrepreneurs, the audience was able to feel it. They repeatedly emphasized and vigorously publicize, is not "commercial value", but "exploration and revolution", "Change the status quo", "seek to be different" spirit.

Of course, you can also interpret it as a kind of self hinting and branding that is intended to counter VC.

One of the first things that rocked the audience was the keynote speech of Twitter and Square co-founder Dorsey Jack Dorsey. His key words are: The current technology industry needs "revolution (Revolution)", not just "change (disrupt)". ' People's thinking about technology should change, ' he said, ' which includes the focus on the technology sector and how startups are created. ' "Revolution brings value, revolution exists for purpose, it is a direction and a leader," he said. We do not want only change, so we can only wander in situ. We need direction and purpose. ”

At a later meeting, Twitter's two co-founder and LinkedIn co-founder all spoke about the need for entrepreneurs to look for business models.

Their similar opinion is: No, this is not a start-up company and the corresponding stage of the entrepreneur should consider.

"Don't always frown on how your business is making money," said Twitter's two co-founder, Evan Williams and Biz Stone, which will come sooner rather than later; a start-up company with 12 employees "can't let four people think about" the way to make money. "There is no such thing as a particularly popular product that can't make money, even to close down, say something ' bad, everyone likes our product but can't think of a business model '. ”

Reid Hoffman, co-founder of LinkedIn and partner of VC Greylock, made it clear: business models are problems that should not be considered by entrepreneurs but are always brought up by others. ' People always think about business models too early, ' he says. "When you were a seed company, the outside world asked, ' What is your business model? ' But in fact, seed companies are like stones, and if you think you've got some connections and a lot of confidence in talking about business models, then you're wrong because the world is changing. ”

Asked why LinkedIn had made such an ideal performance in the IPO, Hoffman said it was due to their low-key position. I think our success lies in the fact that no one has ever regarded us as a "Terminator", and we have never been burdened with such heavy expectations. It is not possible to anticipate what will happen in the next second or to anticipate where we will go in the future, so it is less difficult for LinkedIn to go beyond the expectations of others.