本·霍洛维茨 - “你唯一的工作就是推出正确的产品，把握正确的时间”

你们这些人，该干的不干，光做些别的事。

You people are doing everything but your job.

你们在写这些需求。

You're writing these requirements.

你们在拉客户，这儿那儿地忙活。

You're pitching customers, this and that.

你们干了这么多乱七八糟的事。

You're doing all this stuff.

活儿是真不少。

It's a lot of work.

但你们的本职是：在对的时间，推出对的产品。

But your job is right product, right time.

要是你们不能在对的时间给我对的产品，你们干啥我都不在乎。

And if you don't give me the right product at the right time, I don't give a fuck what you do.

这家公司的存在意义，到底是为了什么？

The story of the company is why do we exist?

这家公司存在的意义到底是什么？

Why should this be a company?

你为什么要加入这家公司？

Why should you join this company?

你为什么要投资这家公司？

Why should you invest in this company?

‘为什么’才是根本。

The why is the depth.

如果你

If you

明白了‘为什么’，我根本不用告诉你该做什么，

know the why, I don't even have to tell you the what,

因为你自然知道该怎么做。

cause you know what to do.

创始人总是在方方面面花时间。

Founders spend time on everything.

招聘、融资、产品规格、客户沟通。

Hiring, fundraising, product specs, customer conversations.

但归根结底，决定一家公司成败的只有一件事。

But at the end of the day, there's only one thing that determines whether a company works.

就是你能不能在对的时间推出对的产品。

Whether you deliver the right product at the right time.

其他所有事情都是为这个目标服务的。

Everything else supports that goal.

随着不断学习，你的策略也会调整。

Strategy evolves as you learn.

故事是你如何讲述的，而团队的存在就是为了把它实现出来。

The story becomes how you communicate it, and the team exists to execute it.

但如果产品本身不对，这一切都毫无意义。

But none of it matters if the product isn't right.

在这个工具飞速变化的时代，核心挑战其实从未改变。

In a world where tools are changing faster than ever, the core challenge remains the same.

这里是本·霍罗威茨在一场‘16个Z的极速挑战’上的分享，讲的是如何把事情做对。

Here's Ben Horowitz speaking at a 16 z's Speedrun on what it takes to get it right.

我们在这儿的极速挑战里经常讨论的另一个挑战，就是组建团队。

Another challenge that we talk about here at Speedrun often is sort of building teams.

对。

Mhmm.

很多创始人在招第一批员工、第一批核心成员的时候，

Many of the folks who are bringing on their first employees, their first sort of set of hires

联合创始人。

Co founders.

当你们的品牌和履历都还很薄弱时，怎样才能吸引到顶尖人才呢？

What do you find has worked best in teams trying to attract top talent early on when they don't have as much of a brand or a track record just yet?

如果你有品牌，那其实你拥有的只是一段故事。

Well, if you have a brand, all you have is a story.

对吧？

Right?

这一点，我觉得很多创始人后来都会忽略。

So this is something that I think founders often neglect over time.

公司的故事，其实就是公司的战略。

So the story of the company is also the strategy of the company.

没人会把一套完全保密的战略藏在口袋里，然后讲一个完全不同的故事。

Nobody's got some strategy in their back pocket that's entirely secret, and then they've got a story that's different.

所以这是第一点。

So that's the one thing.

其实战略不是那种开个会，跟团队一起问：我们的战略是什么？

And the truth about strategy is it's not like a meeting that you have and you go out with your team and go, What's our strategy?

好了，大家各抒己见。

Okay, everybody give me your input.

然后大家一起拼出一个战略来。

And then we assemble this strategy by committee.

真正发生的是，你一开始有个想法，然后不断了解市场、了解客户、了解技术、了解彼此。

What really is happening is you have the initial idea, you're learning about the market, you're learning about the customers, you're learning about the technology, you're learning about each other.

而你每天都在心里悄悄地调整一下这个策略。

And in your mind, you're kind of adjusting that strategy a little bit at a time every day.

但过了一个季度，你会发现它和最初的想法已经大不相同了。

But then a quarter later, it's actually pretty different than what you started with.

所以，持续更新你的故事、把故事讲得更清晰，这一点至关重要。

And so it's really important that you keep upgrading your story, the articulation of your story.

我强烈建议你把它写下来，让公司里的每个人都能看到，也让所有你正在招募的人、所有潜在的投资人、所有的客户——都清楚这个项目到底讲的是什么。

I would definitely recommend it be in written form and it be something that you can share with everybody in the company, but everybody you're recruiting, everybody you're trying to raise money from, like all your constituents, every customer, what the hell is the story of this thing?

我觉得创始人常犯的错误是，总觉得这不像是在干活。

And the problem that I think founders have is it doesn't feel like work.

别人问你今天在忙什么？

Like, what are you doing today?

我在打磨我的故事。

I'm working on my story.

听起来根本不像正经工作。

That doesn't sound like work.

你干嘛不让Open Claw替你写呢，混蛋？

Why don't you have Open Claw write that for you, motherfucker?

抱歉，刚才口不择言了。

Sorry for the language.

我以前当过CEO。

I used to be a CEO.

正因为这事儿看着不像在干活，大家才都不愿意做，但其实这可能是工作中最重要的一部分——你得把这故事打磨到位。

So because it doesn't feel like work, people don't do it, but it's probably one of the most important parts of the job is to have that thing really.

就连现在在公司里，约翰也会说，我隔一阵子就会重写一遍故事，不是天天写，但对大家来说，能去看看这个故事很有帮助，对我自己来说，也能提醒我：我们到底想干啥。

And even like today at the firm, John will tell you, like, I write the story every once in a while, not all the time, but it's very helpful for people to just go and it's helpful for me to go, this is what we're trying to do here.

我想再深入说一下，因为我觉得这真的特别关键。

And just double clicking on that because I feel like that's so important.

你说的‘写故事’，具体是指什么？

What does that look like tactically when you say writing down stories?

是说要在社交媒体上频繁发声吗？

Is it being active in social media?

是文化手册吗？

Is it a culture doc?

你觉得公司的文化跟它的故事是两回事。

What does think the culture is separate from the story of the company.

公司的故事讲的是：我们为什么存在？

Story of the company is like, why do we exist?

为什么这家公司应该存在？

Why should this be a company?

为什么你应该加入这家公司？

Why should you join this company?

为什么你应该投资这家公司？

Why should you invest in this company?

为什么你应该在这家公司工作？

Why should you work at this company?

你必须回答这个‘为什么’。

You have to answer that question, the why.

所以，这个故事就是在回答‘为什么’。

So the story is answering the why.

比如你有KPI、OKR，或者类似这些东西。

Like you have KPIs and OKRs or all that kind of stuff.

那些都是‘做什么’。

That's what.

但‘做什么’其实是对‘为什么’的一种模糊解读。

But the what is kind of a vague interpretation of the why.

‘为什么’才是根本。

The why is the depth.

如果你

If you

懂了‘为什么’，我甚至不用告诉你

know the why, I don't even have to tell

该做什么，因为你自然知道怎么做。

you the what because you know what to do.

这算是一种策略。

That's a strategy.

我知道自己该做什么。

I know what my job is.

我会去全力推进这件事。

I'm going to go run after that.

这取决于你最擅长用哪种方式表达自己。

It depends on what medium you are best at articulating yourself in.

但我认为，把想法写成长篇文字很有帮助，因为它能逼着你保持最大的自律。

But I think that I would say writing it out long form helps a lot because it forces you to be the most disciplined on it.

但你必须随时清晰地理解自己的初衷。

But you just have to have a running articulation of the why.

在人工智能时代，人才和团队的性质正在快速变化，你觉得创始人在招聘时应该特别关注哪些特质或能力吗？

Do you feel like in an AI world where now the nature of talent and teams is changing very rapidly, do you feel like founders should be trying to look for particular traits or skills in the employees that they're hiring?

和AI出现之前相比，你会寻找哪些不同的地方？

What would you look for that's different than talent from pre AI, if if any?

所以我觉得这有点难说清楚。

So so I think it's a little hard to know.

我的意思是，这得看是什么职位。

Mean, it depends on the position.

还得看公司具体情况，方方面面都得考虑。

It depends on the company and all those things.

但我认为，在硅谷，有两件事过去常被低估，但未来会越来越重要，那就是创造力和建立、维系人际关系的能力。

But I do think two things that, at least in Silicon Valley, have probably been underrated over time are going to increase in importance anyway, which are creativity and ability to create and maintain relationships.

我觉得这些能力，至少在现在的AI技术下，很难被真正替代。

I think those are things that are hard to get out of at least today's AI in a very good way.

如果你在这两方面缺乏直觉，那再厉害的AI也帮不了你。

So if you don't have instincts around those things, don't know all the the AI in the world can help you.

至于那些重复性、耗时的任务，是的。

Whereas kind of like the grind them out tasks Mhmm.

AI现在早就做得很好了。

AI is already really good at.

所以这些指的是，你有没有原创的想法？

So those are things like, do you have original ideas?

你能不能一上来就和人建立起高质量、深层次的关系？

Can you establish and maintain very high quality, high fidelity relationships with people off the rip.

我觉得很多人根本没意识到这一点。

I think people don't think about that enough.

在我的行业里，我觉得大家对这一点重视得还不够。

In my business, I would say people don't value that highly enough.

我觉得我们公司的一大优势，就是特别看重人际关系这一块，但很多公司根本就无视它。

One big advantage I think that we have at the firm is we really look for that on the relationship side, but many firms just ignore that whole thing.

他们压根不把这当回事。

Like, it's not a thing.

这可是大事。

It's a thing.

至于创造力这一块，其实还涉及品味的问题。

And then the creativity side, there's an element of taste there as well.

对吧？

Right?

你在做决策、招聘人选这些事上，有好的品位吗？

Do you have good taste in decision making and the people that you hire and so on and so forth?

是的。

Yeah.

就像创意一样，我觉得特别有价值的是，有人能提出新的方向去探索。

But just like idea, I find what's very valuable is just people have new ideas on what to go pursue.

我给你举个例子。

So I'll give you an example.

我们以前有个非常出色的市场团队，是2009年组建的。

So we had kind of a legendary marketing organization that we had built, but we built in 2009.

那时候主要还是围绕传统媒体展开的。

So it was very oriented towards traditional media.

后来想在新媒体上做出突破性的想法，就特别困难。

And then it was very hard to get breakthrough ideas about how to use new media.

后来，我们引进了一些在这一领域特别有创造力的人，突然间，我们就能非常高效地做到这一点了。

And then as we brought in people who were very, very creative on that front, all of a sudden, we were able to do that super effectively.

但这并不容易。

But it's difficult.

每个人对新事物都会冒出一大堆想法。

Everybody has a ton of ideas around a new thing.

其实，真正有这种能力的人并不多。

That's actually not that common.

你几年前写过一篇经典文章，叫《优秀的产品经理和糟糕的产品经理》。

You wrote a classic essay a number of years ago called good product manager, bad product manager.

是的。

Yeah.

那应该是我写的第一篇文章，我想。

It's like the first thing I wrote, I think.

我刚当产品经理的时候，这篇文章是必读的。

It was required reading for me when I started being a PM.

你那时候也没在我手下工作。

And you didn't work for me.

我不知道是谁要求你读这个的。

I don't know who required that.

我写的时候，目标就只有七个人。

I literally wrote it for seven people.

那就是我的读者群体。

That was the audience.

那七个人，都是我手下的产品经理。

The seven people, product managers who worked for me.

我当时气得不行，心想：你们这些人，该干的活一样没干。

I was so fucking mad at them because I was like, you people are doing everything but your job.

你们在写需求文档。

You're writing these requirements.

你们到处跑，去向客户推销，这儿那儿的。

You're running around, pitching customers, this and that.

你们干了这么多事。

You're doing all this stuff.

这活儿可不轻。

It's a lot of work.

但你们的本职是把对的产品在对的时间交出来。

But your job is right product, right time.

要是你们不能在对的时间给我对的产品，你们干啥我都不在乎。

And if you don't give me the right product at the right time, I don't give a fuck what you do.

我需要你们做到这一点。

I need you to do that.

所以当时那个优秀的产品经理布拉德，就是这个意思。

And so that was why good product manager, Brad, that was the whole idea.

没别的复杂东西。

It wasn't anything.

就是这么简单。

It was just like that simple.

这才是你的本职工作。

This is the job.

你到处忙活的那些事儿，根本不是你的本职工作。

All these things that you're running around doing are not the job.

这才是你的本职工作。

This is the job.

就像啤酒罐里的钢珠一样。

Like, you know, like a BB's in a beer can.

它们就这么叮叮当当地乱蹦。

They were bouncing like this.

我今天就在干这个。

I'm doing that today.

还有这个，那个，以及那个。

That and that and that.

我当时就想，我到底能不能拿到想要的产品？

I was like, well, am I gonna get the product I want?

我不知道。

I don't know.

我就只会堆一堆乱七八糟的功能，都是别人告诉你该加的。

I'm just gonna get a bunch of fucking random features that you everybody told you you should

就加上吧。

put it in.

你觉得在今天这个AI领域飞速变化的时代，这些原则还有多少适用性？

What do you think holds true about sort of those principles in today's age where it feels like the AI landscape is shifting so quickly?

现在还有必要设产品经理这个角色吗？

Does it even make sense to have a PM?

在这样的环境下，你认为产品负责人真正的职责是什么？

What is the product leader's job today in this landscape, you feel?

做对的产品，选对的时机。

Right product, right time.

还有别的吗？

What else is it?

环境变了。

Landscapes.

这说的不就是我那些产品经理吗。

So this is sound like my fucking product managers.

哇，真的吗。

It's like, woah.

现在的情况不一样了。

Now the landscape is different.

我不写产品需求文档了。

I won't write a PRD.

我直接写提示词。

I'll write a prompt.

行，不错。

Okay, great.

这样能帮你做出对的产品、对的时机吗？

Is it gonna get you the right product, right time?

如果不是，那就不重要了。

If not, it doesn't matter.

这份工作就只是这个目的。

That's only thing that job is.

但你知道，这里面涉及的东西可不少。

And look, there's a lot that goes into it.

你得把产品定义清楚。

You've got to define the product correctly.

还得把市场推广到位。

You've got to market it correctly.

大家得明白，你手里的产品确实是对的。

People have to understand that you have the right product.

总得想办法让它传出去。

Somehow it's got to get out there.

工程师也得能把它做出来。

The engineers have to be able to build the thing.

这里面要做的事情很多，但说到底就是这么回事。

There's a lot that goes into it, but that's what it is.

如果你做不到，OPUS 4.6 可以帮你完成所有这些任务。

And if you can't do that, then OPUS 4.6 can do, like, all those tasks.

没问题。

No problem.

关键的决策点，其实一开始就要搞清楚该聚焦哪个问题。

It almost feels like the key decision point that is what problem to focus on at all in the beginning.

至于后面那些具体的执行步骤，就像你说的，OPUS 在写产品文档、协调各个模块这些事上，表现得非常出色。

And then a lot of the actual tactical steps to your point, OPUS can do a fantastic job at the PRD and wrangling agents and so on and so forth.

这真是个特别特别难的问题。

It's a very, very hard problem.

如果你能搞定，就能创办一家公司，创造出真正的东西。

If you can do it, you can found a company, you can create something.

要做出合适的产品，赶在对的时间，实在太难了。

It's a very difficult thing to get to a right product, right time.

你得对这个世界有很深的了解。

You have to understand a lot about the world.

你得对技术领域的整体情况有充分的认识。

You have to understand a lot about the technological landscape.

你还要清楚自己手上有哪些技术可用。

You've got to understand a lot about the technology that you have.

我不是说这很容易，但事实一直就是这样。

And I'm not saying it's easy, but I'm saying that's what it's always been.

产品的问题，说到底还是技术问题，对吧？

And the problem with a product is kind of the technology, right?

就是哪些技术现在真的能做到？

Like what's technologically possible?

你已经有产品在市场上了，那用户到底想要什么？

You've already got one in market, it's like, what do the customers of that want?

关键是市场需要什么。

It's what does the market want?

竞争对手在做什么？

What is the competition doing?

有很多因素会影响一个产品能不能成功。

There's a lot of things that go into, like, is this a product that's going to work?

你需要一个人对这些方面全面负责。

And I think you need somebody who's responsible, accountable to all of that.

也许你已经有了一位足够胜任的产品架构师来做这些事。

Now maybe you've got a product architect who's already good enough to do that or these kinds of things.

所以我觉得头衔不重要，但这件事很重要。

So I don't think the title matters, but that thing matters.

对。

Yes.

有哪些机会是你最想动手去做的？

What are the opportunities out there that you would be most excited to potentially build and Well,

所以我现在不是创始人。

that's why I'm not like a founder now.

你这是在让我感觉像在经营一家风险投资公司似的。

Like, you're asking to I'm like running a venture capital firm.

这种事情太多了。

Like, there there's so many.

我觉得最值得关注的领域，就是那些供应严重不足的领域。

I'd say one of the most interesting areas are the areas that we have shortages in.

我们投过一家公司，我根本没想到我们会投——他们正在研发一种新型电力变压器，不是模型，是真正的电力变压器，因为现在电力变压器严重短缺。

We funded a company, which I never thought we would fund, that's doing a new transformer, not like a model, but literally a power transformer, because there's a massive shortage in power transformers.

如果你打算建新的发电厂，这可是个大问题，而我们恰恰需要大量新建发电厂。

It's a big problem if you're trying to build a new power plant, which we need a lot of.

他们想出的办法特别有意思，能让变压器的制造变得更简单、更高效等等。

And it's a very interesting idea how to do them much easier, more efficiently and so forth.

我觉得我们现在面临电力短缺、芯片短缺、算力短缺，接下来还会出现散热短缺。

So I think we've got electricity shortage, chip shortage, token shortage, going to have cooling shortage.

解决这些短缺问题的方法有很多，只要能缓解，就很有价值。

And there's all kinds of levers that you can pull to alleviate some of those shortages, and those will be valuable.

所以如果代币的需求是无限的，而看起来确实如此，那供应端的问题就特别有意思。

So if there's unlimited demand for tokens, which there seems to be, what are the supply side issues, I think is pretty interesting.

还有那些困扰人类很久的老问题，比如癌症之类的，现在居然有了解决的可能。

And then there's just all kinds of problems of humanity that have been around for a long, long time, like cancer and things like that, which are now kind of solvable.

我觉得这里面真的藏着很多难得的机会。

I think there's really interesting opportunities.

作为创始人，你绝对不能这么做。

So as a founder, this is what you shouldn't do.

别随便脑子里冒出个点子就去干。

You shouldn't just pop random ideas off of your head.

你得真正深入进去，挑个难的活儿干，找到这个世界上根本没人解决得了的问题，然后再去搞定它。

You have to actually go in, try and do something hard, and then figure out where, like, there is no solution in the world, and then go solve that.

如果你有个想法，一直在做，但折腾了挺久，看起来还是没起色。

If you have an idea and you're working on it, and you've been working on it for some time, and it doesn't look like it's working.

那你怎么判断，到底该什么时候转型，还是继续坚持下去？

How do you know when the right time makes the the pivot or to continue to to keep going?

比如，你会从市场上找哪些信号吗？

Like, are are there signals that you look for from the market?

你是怎么思考这个问题的？

Is there sort of like, How do you think through that?

这是个非常具体、特别具体的问题。

That's very specific, very, very specific question.

作为经历过转型的人，我得说，转型通常都行不通，尤其是当你做到一定规模的时候。

Pivots typically as somebody who's done a pivot, pivots typically don't work, particularly if you get to a certain scale.

所以像我那样做个小调整，其实非常难。

So doing a light pivot like I did, think, is very difficult.

你最好别无选择，因为任何其他选择都比这个强，我觉得。

And so you better have no choice because any choice is better than that choice, I would say.

我觉得，如果情况变了，那你当初创业时做了一堆假设。

I think that look, if something changes you made some set of assumptions when you started.

这些假设里，总有一些是错的。

Some set of those are always wrong.

所以你总是在不断调整。

So you're always a little bit pivoting.

没人会说：‘我要做这个’，然后照着计划一模一样地做出来。

Like nobody goes, Oh, I'm going to do this, and then they go build it and it's exactly as they laid out.

这种事情从来不会发生。

That never happens that way.

你会在过程中不断修改想法，但你也会想：‘我最初是怎么想的？’

So you're going to change the idea as you go, but you're kind of like, Okay, what did I think in the beginning?

我学到了什么？

What did I learn?

变化在哪里？

What's the delta?

这说明整个计划行不通，还是只需要做些调整？

Does that mean this whole thing is unviable or I have to make some adjustments?

你总是在问自己这些问题，但我认为根本不存在什么‘神来之笔’，让你一拍脑袋就说：‘该转型了’。

That's always a question that you're asking yourself, but I don't think there's any kind of miracle idea that you have that goes, okay, time to pivot.

我填了这17个选项，现在彻底没辙了，只能往这个方向走。

I've checked these 17 boxes and now I'm fucked, so I'm going that way.

其实事情并不是这么运作的。

Like, that that's not really the way it works in

在现实中。

in reality.

克里斯·迪克森谈过‘穿越想法迷宫’这个概念。

Chris Dixon has talked about the idea of navigating the idea maze.

对吧？

Right?

你就是在不断尝试每一种可能。

It's like you're sort of trying every potential.

没错。

Yeah.

每个人都在经历这种想法的探索过程。

Everybody is going through the idea.

根本没有什么所谓的点子。

There are no ideas.

只有迷宫一样的想法路径。

There's only the idea maze.

你迟早会在市场上撞上南墙。

And you're gonna run into a wall in the market.

你迟早会面对激烈的竞争。

You're gonna run into a wall with competition.

你迟早会遇到底层技术的瓶颈。

You're gonna run into a wall with the underlying technology.

你迟早会——

You're gonna

然后就得不断往前走。

and you're gonna have to keep moving.

现在大家经常讨论的一个重点就是护城河，做AI应用的话，感觉特别容易被抄，简直一模一样。

A major thing that comes up with discussion all the time is defensibility today, that if you're building an AI application, it feels like it can get copycatted very easily these days.

我觉得， вообще 谈护城河这事儿特别难，因为现在变化实在太快了。

I think defensibility just in general is is very tricky when things are moving so fast.

那怎么

How how

创始人该怎样看待护城河呢？

should the founders think about defensibility?

现在真正的竞争单位到底是什么？

Like, what is the sort of unit of competition these days?

是靠势头吗？

Is it on momentum?

是靠速度吗？

Is it speed?

是靠团队吗？

Is it the team?

是靠文化吗？

Is it culture?

感觉确实有点这样。

It feels like there's a yeah.

那他们该怎么看待这一点呢？

How how should they think about that?

我的意思是，你看。

I mean, I still think look.

现在还是有很多技术难题需要解决。

There are still hard technical problems to solve.

比如说，开发一个人形机器人的模型，即便现在进展不少，本质上依然是个非常难的技术问题。

And so, like, if it's a hard technical problem, that's for example, like, a model for a humanoid robot is, like, a pretty hard technical problem still despite everything.

这是其中一个方面。

So that's one thing.

掌握用户依然非常非常关键。

Look, possession of the customer is still very, very valuable.

一个简单的例子就是ChatGPT。

And an easy example of that is ChatGPT.

到目前为止，OpenAI 的模型有多大的差异化优势？

How much model differentiation does OpenAI have at this point?

也许在某些方面他们的优势反而成了劣势，但他们拥有最多的用户，这一点依然很重要，还能帮他们走到下一步。

Maybe they have negative differentiation in some areas, but they've got the most consumers, and that still matters, and that kinda can get them to the next square.

对。

Mhmm.

还有品牌。

And the brand.

没错。

Yeah.

还有品牌。

And the brand.

所以这些因素，我认为只要客户是人，

So those those things, I I think as long as the customers are humans,

这依然是非常重要的。

that's still quite a big thing.

在你第一次筹款时，你建议大家重点考虑哪些事情，才能提高成功率？

What advice or things would you suggest everyone think about as they go into their first set of fundraisers to help them be successful?

我觉得最重要的是，你要真正明白并能清晰地说出，你为什么要做这家公司——要能说服你自己，哪怕再回来加入这家公司也心甘情愿。

I really think knowing, being able to articulate really why you're building this company in a way that convinces even you that you should rejoin your company is really a thing.

如果你能彻底说服自己，觉得这简直是世界上最好的点子，那才是最有说服力的。

So if you can convince yourself completely, like this is the greatest freaking idea in the world, then that's the most compelling thing.

很多人筹款时犯的错是，总想着本想听什么。

I think that the mistake people make in fundraising is they go, Well, what does Ben want to hear?

他想看什么样的图表？他想了解市场规模的哪些数据？等等。

And does he want to see a graph like this or does he want to know this about market size or whatever?

这些很难猜准，而且你十有八九会猜错。

That's very hard to figure out and you usually get it wrong.

但你可以问自己：我要怎么才能说服自己加入这家公司？

But you can know, How would I convince myself to join this company?

或者，我要怎么才能说服自己投资这家公司？

Is really or invest in this company.

让我来把这个观点说清楚。

And let me make that argument.

我觉得这才是最有效的，因为这种理由在路演时别人也说不服你。

I think that always works the best because that's also the thing that you're not gonna get talked out of in a pitch.

最糟糕的情况就是你被别人说动摇了，放弃了自己原本的想法。

That's the worst thing that can happen to you is you get talked out of your idea.

你难道不觉得，你凭什么不干这件事？

It's like, why why the hell aren't you doing this?

哎，我倒真没想过这一点。

Oh, I hadn't thought of that.

嗯，我平时不这么做的。

Well, I don't do that.

这同样关乎找到真正适合你的合作伙伴。

It's as much about finding the right partner for you.

对吧？

Right?

比如找个真正理解你愿景、愿意一路同行的人。

Like, someone who actually understands the vision and is going to going on Yeah.

我觉得你说得对。

I mean, I think that right.

你希望找到的是真心支持你所做事情的人，而不是只爱听你讲好听的那些人。

You want people invested who really wanna invest in what you're doing, not what they wanna hear.

对。

Yeah.

这其实也很像一种不健康的恋爱开端。

It's just like a bit it's kind of like a bad way to start a relationship too.

对吧？

Right?

假装自己是另一个人，好让你喜欢上我。

Like, I'm gonna pretend to be this other person, and then you're gonna like me.

等真在一起了，你才发现我其实是这样的。

But then we're gonna get together, and you're gonna find out the real me.

而且这种做法也往往行不通。

And that tends not to work out either.

还有就是

And with

让我们为本鼓掌吧。

that, let's give a big hand to Ben.

嘿，本。

Hey, Ben.

谢谢大家。

Thank you, everyone.

谢谢，本。

Thank you, Ben.

感谢收听本集的a16z播客。

Thanks for listening to this episode of the a 16 z podcast.

如果你喜欢这期节目，别忘了点赞、评论、订阅，给我们打分或写评价，也分享给你的朋友和家人。

If you like this episode, be sure to like, comment, subscribe, leave us a rating or a review, and share it with your friends and family.

想听更多节目，请前往YouTube、Apple Podcast和Spotify。

For more episodes, go to YouTube, Apple Podcast, and Spotify.

在X上关注我们，账号是a sixteen z；也可以在Substack订阅我们，网址是a sixteen z dot Substack dot com。

Follow us on x at a sixteen z, subscribe to our Substack at a sixteen z dot Substack dot com.

再次感谢收听，我们下一期再见。

Thanks again for listening, and I'll see you in the next episode.

提醒一下，本节目内容仅作信息参考，不构成法律、商业、税务或投资建议，也不应用于评估任何投资或证券，且并非针对任何a sixteen z基金的投资者或潜在投资者。

As a reminder, the content here is for informational purposes only, should not be taken as legal business, tax, or investment advice, or be used to evaluate any investment or security, and is not directed at any investors or potential investors in any a sixteen z fund.

请注意，a sixteen z及其关联方可能仍持有本节目所讨论公司的投资。

Please note that a sixteen z and its affiliates may also maintain investments in the companies discussed in this podcast.

如需更多详情，包括我们的投资列表，请访问a 16z.com forward slash disclosures。

For more details, including a link to our investments, please see a 16z.com forward slash disclosures.

你好。

Hi.