Marc Andreessen Quotes

It's hard to do that with people who think emotionally. A lot of people think in terms of people, emotions, and feelings. That's more complicated. Engineering mentality makes it, in theory, a little easier.
It's much harder these days as a start-up to do physical devices.
It's really rare for people to have a successful start-up in this industry without a breakthrough product. I'll take it a step further. It has to be a radical product. It has to be something where, when people look at it, at first they say, 'I don't get it, I don't understand it. I think it's too weird, I think it's too unusual.'
Jobs are critically important, but looking at economic change through the impact on jobs has always been a difficult way to think about economic progress.
Many of the best firms historically in venture capital have been multi-sector.
More and more major businesses and industries are being run on software and delivered as online services - from movies to agriculture to national defense.
My own theory is that we are in the middle of a dramatic and broad technological and economic shift in which software companies are poised to take over large swathes of the economy.
Newspapers with declining circulations can complain all they want about their readers and even say they have no taste. But you will still go out of business over time. A newspaper is not a public trust - it has a business model that either works or it doesn't.
No one should expect building a new high-growth, software-powered company in an established industry to be easy. It's brutally difficult.
Nokia and Research in Motion needed a modern operating system. They could have bought Palm or Android before Google did, but they didn't. Today, it's probably too late, and at the time they would have been criticized for overpaying, but as they say - shift happens.
On the back end, software programming tools and Internet-based services make it easy to launch new global software-powered start-ups in many industries - without the need to invest in new infrastructure and train new employees.
Once you understand that everybody's going to get connected, a lot of things follow from that. If everybody gets the Internet, they end up with a browser, so they look at web pages - but they can also leave comments, create web pages. They can even host their own server! So not only is everybody consuming, they can also produce.
One of the advantages of moving quickly is if you do something wrong you can change it. What technologies tend to do is they tend to make a lot of mistakes... but then we go back and aggressively attack those mistakes - and fix them. And you usually recover pretty quickly.
One of the big first computers was called SAGE, which was a missile defense, the first missile-defense computer, which was, like, one of the first computers in the history of the world which got sold to the Department of Defense for, I don't know, tens and tens of millions of dollars at the time.
Organizations spend hundreds of hours and hundreds of thousands of dollars installing and implementing huge servers, new Web sites and applications. They have to continue to do that, but they also have to clean up the mess of the '90s.
Our combination of great research universities, a pro-risk business culture, deep pools of innovation-seeking equity capital and reliable business and contract law is unprecedented and unparalleled in the world.
Over the next 10 years, I expect many more industries to be disrupted by software, with new world-beating Silicon Valley companies doing the disruption in more cases than not.
Over two billion people now use the broadband Internet, up from perhaps 50 million a decade ago, when I was at Netscape, the company I co-founded.
PCs don't suck. They're inadequate.
People are so bad at driving cars that computers don't have to be that good to be much better. Any time you stand in line at the D.M.V. and look around, you're like, Oh, my God, I wish all these people were replaced by computer drivers.
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