Super hyper growth is always good, but however, it's also very dangerous. The reason why the high growth might hide lots of issues. You do not know, actually. Because you look at the revenue, look at the bookings, MRR. Right? Wow. That's amazing. The company is extremely well. Behind the scene, there's so many things hidden there. That's the reason why early days, I specifically told our team, we don't wanna grow faster. We want to fix those those problems.
“Actually, you know, lesson I learned is, you know, super, you know, hyper growth is always good, but, however, it's also very dangerous.”
rapid initial success doesn't necessarily mean you have a long term strategy or a long term moat. Yes. And and and what explains the rap the initial rapid success and how durable is that? Eric, do you wanna react to this? Yeah. Read read it right, hon. Actually, you know, lesson I learned is,
you know, super, you know, hyper growth is always good, but, however, it's also very dangerous. The reason why the high growth might hide lots of issues. You do not know, actually. Because you look at the revenue, look at the bookings, MRR. Right? Wow. That's amazing. The company is extremely well. Behind the scene, there's so many things hidden there. That's the reason why early days, I specifically told our team, we don't wanna grow faster.
Why this clip
Contrarian take from Zoom's founder challenging Silicon Valley's growth-at-all-costs mentality. The specific mention of metrics (revenue, bookings, MRR) and the counterintuitive advice to intentionally slow growth makes this highly quotable and provocative.
What they said next
You could make a mistake of being overly predictive. Like, you go look at Uber and you say, well, it's only like the black cars, like the current limo fleet. When you look at Airbnb, you could either say, it's tiny because you're comparing it to people using classified to rent rooms, or it's huge because it's the entire stay in the travel industry.
3:30 - 42s · Practical Framework
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