Top 11 Paul Graham essays.
Paul Graham is well known for his series of essays. You’ll find a link to listen and read them using AudiBrow.
1. How to get Startup Ideas
The way to get startup ideas is not to try to think of startup ideas. It’s to look for problems, preferably problems you have yourself.
The very best startup ideas tend to have three things in common: they’re something the founders themselves want, that they themselves can build, and that few others realize are worth doing. Microsoft, Apple, Yahoo, Google, and Facebook all began this way.
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2. Organic Startup Ideas
The best way to come up with startup ideas is to ask yourself the question: what do you wish someone would make for you?
There are two types of startup ideas: those that grow organically out of your own life, and those that you decide, from afar, are going to be necessary to some class of users other than you. Apple was the first type. Apple happened because Steve Wozniak wanted a computer. Unlike most people who wanted computers, he could design one, so he did. And since lots of other people wanted the same thing, Apple was able to sell enough of them to get the company rolling. They still rely on this principle today, incidentally. The iPhone is the phone Steve Jobs wants.
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3. The Hardest Lessons for Startups to Learn
If the world were static, we could have monotonically increasing confidence in our beliefs. The more (and more varied) experience a belief survived, the less likely it would be false. Most people implicitly believe something like this about their opinions. And they’re justified in doing so with opinions about things that don’t change much, like human nature. But you can’t trust your opinions in the same way about things that change, which could include practically everything else.
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4. Ramen Profitable
Now that the term “ramen profitable” has become widespread, I ought to explain precisely what the idea entails.
Ramen profitable means a startup makes just enough to pay the founders’ living expenses. This is a different form of profitability than startups have traditionally aimed for. Traditional profitability means a big bet is finally paying off, whereas the main importance of ramen profitability is that it buys you time.
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5. Do Things that Don’t Scale
One of the most common types of advice we give at Y Combinator is to do things that don’t scale. A lot of would-be founders believe that startups either take off or don’t. You build something, make it available, and if you’ve made a better mousetrap, people beat a path to your door as promised. Or they don’t, in which case the market must not exist.
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6. Why to Start a Startup in a Bad Economy
The economic situation is apparently so grim that some experts fear we may be in for a stretch as bad as the mid seventies.
When Microsoft and Apple were founded.
As those examples suggest, a recession may not be such a bad time to start a startup. I’m not claiming it’s a particularly good time either. The truth is more boring: the state of the economy doesn’t matter much either way.
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7. How to be an Expert in a changing world
If the world were static, we could have monotonically increasing confidence in our beliefs. The more (and more varied) experience a belief survived, the less likely it would be false. Most people implicitly believe something like this about their opinions. And they’re justified in doing so with opinions about things that don’t change much, like human nature. But you can’t trust your opinions in the same way about things that change, which could include practically everything else.
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8. What we Look for in Founders
Determination: This has turned out to be the most important quality in startup founders. We thought when we started Y Combinator that the most important quality would be intelligence. That’s the myth in the Valley. And certainly you don’t want founders to be stupid. But as long as you’re over a certain threshold of intelligence, what matters most is determination. You’re going to hit a lot of obstacles. You can’t be the sort of person who gets demoralized easily.
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9. How to Raise Money
Most startups that raise money do it more than once. A typical trajectory might be (1) to get started with a few tens of thousands from something like Y Combinator or individual angels, then (2) raise a few hundred thousand to a few million to build the company, and then (3) once the company is clearly succeeding, raise one or more later rounds to accelerate growth.
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10. How to Convince Investors
When people hurt themselves lifting heavy things, it’s usually because they try to lift with their back. The right way to lift heavy things is to let your legs do the work.
Inexperienced founders make the same mistake when trying to convince investors. They try to convince with their pitch. Most would be better off if they let their startup do the work ā if they started by understanding why their startup is worth investing in, then simply explained this well to investors.
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11. How to be an Angel Investor
When we sold our startup in 1998 I thought one day I’d do some angel investing. Seven years later I still hadn’t started. I put it off because it seemed mysterious and complicated. It turns out to be easier than I expected, and also more interesting.
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Who is Paul Graham?
Paul Graham is a computer scientist, entrepreneur, venture capitalist (VC), and author. He is well known for his work on Lisp, startup Viaweb (which he sold to Yahoo and renamed “Yahoo Store”), and most recently co-founding the Silicon Valley startup accelerator Y Combinator.
Pauls Essay website.
More Articles by Paul Graham
18 Mistakes that Kill Startups
How to Fund a Startup
