https://www.youtube.com/watch?v=Rb3QHKjOWqQ
|
字幕 0:00 - Figma just sold to Adobe for $20 billion. 0:03 It's a 10-year overnight success. 0:06 Here's Dylan Field, 10 years ago when he was 19. 0:10 - If you're an artist, 0:11 you can just sketch something out and draw it 0:13 and it's beautiful. 0:14 But if I sketch something out and I'm not an artist, 0:17 the idea loses a lot of its luster. 0:19 And creative tools like Photoshop or PhotoDesk 0:23 are very expensive, 0:25 and they're also very hard to use as well. 0:27 I mean, to train yourself to use Photoshop 0:29 is a very long, arduous process. 0:31 - Dylan went on to create Figma 0:33 which replaced Photoshop as the dominant design tool. 0:37 And that's what made this company so important 0:39 Adobe had to buy it. 0:41 And it didn't come for free. 0:43 Dylan and his team overcame 10,000 landmines, 0:46 a lot of which you will encounter if you start a company. 0:50 Today, were looking at just a few of those landmines 0:53 on that path, and how he overcame them. 0:57 Let's get started. 1:16 In 2011, version 1.0 of WebGL came out. 1:20 This was a new way for websites to draw and render graphics 1:23 inside a web browser. 1:24 And this is kind of common: 1:25 starting with some sort of technology. 1:27 Instagram started as experiments around new APIs. 1:30 HTML5 meets social locations sharing. 1:33 So that's actually one of the reasons 1:36 why Dylan and his co-founders started out 1:38 with what was a new platform that was yet unexploited. 1:43 - For context, I started Figma with my co-founder, Evan, 1:46 who is a total genius and much, much smarter than I am, 1:50 in August 2012. 1:52 And for the first, I don't know, 1:54 basically until like June 2013, 1:56 we were very much in more of an exploration mode, 1:59 and trying to figure out how do we, 2:02 what are we going to build, 2:03 and what makes sense from a business perspective. 2:05 And I think we knew we wanted to do WebGL, 2:09 something with WebGL, 2:09 which is a way to use the chip in your computer 2:11 in the browser. 2:13 We knew we wanted to probably do creative tools. 2:15 We knew we cared a lot about accessibility of tools, 2:17 and making it so that more people could use those tools. 2:20 We kind of agreed with a statement that Bret Victor made, 2:23 which is that if you can't use a tool 2:24 because it's too complex, it's a moral wrong. 2:27 - And it is today as it was 10 years ago. 2:30 As they say, "Go West, young person. Go West." 2:33 Go to the frontier. Explore as Dylan explored. 2:37 If in 2010 it was JavaScript and 2012 it was WebGL, 2:41 today you might find frontiers 2:43 in large language models like GPT-3, 2:45 Stable Diffusion, or others like it. 2:47 You might find it in ZK-STARKs or L2 blockchains. 2:51 You might find it in computer vision models 2:53 since computers can now see. 2:55 But technology's not really enough. 2:57 Dylan also knew he had to walk 2:59 in a particular useful direction; in his case, 3:01 design tools and hyper usable design tools. 3:05 They saw a need, not merely the technology itself, 3:09 out of new technology yet unexploited, not fully understood, 3:13 Will you find teams exploring and building. 3:16 And as physicists learned to understand the atom, 3:19 so too did they discover the periodic table of elements 3:24 in startups. 3:25 New elements are being discovered all the time, 3:28 Usually by engineers who are seeking the frontier 3:31 just like this. 3:32 What will your element be? 3:38 Now, the danger with seeking technology for its own sake 3:40 is that you accidentally work on something 3:42 that you realize just doesn't matter. 3:45 And we've seen this before time and again. 3:47 Meaningless products that don't solve real-world problems, 3:50 but seem adjacent to hot buzzwords 3:53 like real-time, AI, blockchain, or social. 3:55 The buzzwords exist for a reason, 3:57 but not every buzzword startup has a reason to exist. 4:01 In this case, Dylan and his co-founder 4:03 found themselves building a meme generator with WebGL. 4:07 - After like a week of working on this meme generator, 4:10 I remember looking at the mirror and just going: 4:13 "Holy shit. I dropped out of Brown for this? 4:17 What am I doing with my life? 4:19 Oh my God." 4:20 And then I walked out of the bathroom 4:22 after sharing at the mirror for a while 4:23 and just feeling really depressed. 4:25 And then an hour later my co-founder, Evan, 4:27 takes his headphones off, 4:29 and he's like, "Dylan, I just can't do this." 4:32 - Now, meme generators are certainly useful 4:34 for some people on the internet, 4:36 but this space was just not meaningful for Dylan and Evan. 4:40 Knowing yourself matters a lot. 4:42 Other people might find that space to be their life's work, 4:45 but if that's not yours, 4:47 you won't be able to recruit, build, and do what it takes 4:49 to create day in and day out. 4:51 And this is a big reason for any person 4:54 who wants to make something 4:55 that really stands the test of time. 4:57 The 10-year overnight success does not happen 5:00 If you and your co-founders can't see yourselves 5:03 spending a large chunk of your time, 5:05 perhaps the next decade, 5:07 perhaps the next couple of decades of your time 5:10 working towards that mission. 5:15 I remember back in 2008, 2009, 5:17 when I was working on my startup, Posterous, 5:19 I had reached a point 5:20 where I needed to switch into a people manager. 5:23 And I wish I could say at that moment I succeeded at that. 5:26 But in fact, I ran away from it and I just coded harder. 5:29 It was the wrong move for Posterous. 5:32 It was the wrong move for me. 5:33 And it's one of the reasons 5:35 why I think Posterous didn't make it 5:37 to the Promised Land the way Figma has. 5:40 Figuring out how to become a manager 5:42 is an impossibly hard situation, 5:44 because A: you might not want to, 5:47 and B: you might find that you suck at it initially. 5:50 In fact, that's the norm. 5:52 What's crazy is Dylan's journey as founder 5:54 almost ended because of this problem, 5:56 even before Figma launched. 5:59 - Leadership is a skill you're probably all aware of. 6:01 You're in clubs, 6:04 maybe you're in sports teams, 6:05 and you can experience leadership through those areas. 6:09 But I think it's very rare 6:11 before you get into professional settings 6:13 to really experience management as a skill. 6:15 And it's actually a very different skill from leadership: 6:18 they're related but they're different. 6:20 And management is a skill that you have to build, 6:23 just like any other skill. 6:24 And there's muscles and sort of different things 6:28 you have to figure out about it. 6:29 And a year into Figma, I was figuring out how to be a CEO. 6:33 I was figuring out what direction to take the product. 6:35 And I was also figuring out how to hire people. 6:37 But most of all I was trying to figure out 6:39 how to manage people, and it wasn't going so well. 6:42 I made some hires 6:43 that probably were not the right fit 6:45 in retrospect, culturally. 6:47 And I also wasn't empowering people enough. 6:51 When you hire smart people, 6:52 you got to give them a way to really contribute 6:56 and to blow you away, 6:57 and to do things that you would never think of. 7:00 And if you micromanage, 7:01 and if you give people all the sort of, 7:06 here's the recipe for what to do, 7:08 they're not going to appreciate that 7:09 if they're the right people to hire. 7:10 And between all that, 7:13 I think at the same time, 7:16 this is a few years in actually, 7:17 but at the same time my dad was actually dying of cancer. 7:20 And so there was a lot of emotional stress 7:22 that I was going through, 7:24 which I think exasperated things even further. 7:27 And at some point, there was a conversation 7:30 with basically my employees, 7:34 'cause there were so many things that were happening, 7:36 and I was like, "Let's just all get together 7:37 and talk about it." 7:38 And it turned out kind of bad. 7:41 People were really unhappy with me, 7:43 and it was a moment where they were like, 7:46 "Okay, you need to really get help to help make this work." 7:51 And eventually, we did. 7:52 We hired our first outside manager, 7:54 and I actually learned a lot from him. 7:55 But that was a moment where I was like, 7:57 "Oh God, it might all collapse at this point. 8:00 Like everyone might leave. 8:03 This might be the end." 8:04 And I think the other part of it 8:06 was that we hadn't launched yet too. 8:08 - Dylan went through it all. 8:09 Today he's at the top of the mountain. 8:11 But the most valuable lessons 8:13 were learned early in the journey at base camp, 8:16 where a lot of us are. 8:18 Every highly talented technical founder who starts, 8:21 who wants to stay in that CEO position for the long haul 8:25 will end up having to learn what Dylan learned: 8:28 how to be a manager. 8:29 And it's not something you can learn 8:30 without people who have been there. 8:33 Get an executive coach. 8:34 Hire great managers to work with you 8:36 to build systems and processes. 8:38 And if you're lucky, try to find investors 8:42 who actually have really helped in that way, 8:45 like Jen Wolf at Initialized. 8:47 A lot of founders might get hung up here. 8:49 Isn't process and management the opposite of moving fast? 8:54 But as the Navy SEALs say, 8:56 "Slow is smooth and smooth is fast." 9:00 Reducing chaos, helping your executive team 9:03 be as productive as possible, 9:05 all of these things make things smooth. 9:07 And only then can you create something for a billion people. 9:12 And don't forget, it'll still take 10 years or more, 9:15 just like what Dylan and his team had to go through. 9:18 Dylan and Figma showed us one very powerful path 9:21 towards how these things come together. 9:23 There are a thousand landmines before every founder, 9:26 and he navigated everyone to this incredible outcome. 9:30 What he saw was not unique to him. 9:33 Every founder will pass through these gates. 9:36 But what was unique 9:37 is that he did overcome every single one to get here. 9:41 All the world is changing with code, with technology, 9:45 the kind that you and your friends can build. 9:48 What will your line of code be? 9:55 Thanks for watching all the way to the end. 9:56 If you like this, please be sure to share this video 9:59 on Facebook, Twitter, or wherever you're at. 10:02 And also, you can find 10:04 some of the best clips from my episodes 10:06 now on the Initialized Capital channel: 10:08 a link in the description for that. 10:10 Subscribe to that channel right now. 10:12 And I want to hear from you. 10:13 Please leave a comment to tell me more 10:16 about what you would like to see on this channel. 10:19 I will see you next week.
|
字幕記錄 0:00 - Figma 剛剛以 200 億美元的價格賣給了 Adobe。 0:03 這是 10 年的一夜成名。 0:06 這是迪倫菲爾德，10 年前，他 19 歲。 0:10 - 如果你是藝術家， 0:11 你可以畫出一些東西然後畫出來 0:13 它很漂亮。 0:14 但如果我畫出一些東西而我不是藝術家， 0:17 這個想法失去了很多光彩。 0:19 以及 Photoshop 或 PhotoDesk 等創意工具 0:23 非常昂貴， 0:25 而且它們也很難使用。 0:27 我的意思是，訓練自己使用 Photoshop 0:29 是一個非常漫長、艱鉅的過程。 0:31 - Dylan 繼續創作 Figma 0:33 它取代了 Photoshop 成為主要的設計工具。 0:37 這就是這家公司如此重要的原因 0:39 Adobe 不得不買下它。 0:41 它不是免費的。 0:43 迪倫和他的團隊克服了 10,000 枚地雷， 0:46 如果你創辦一家公司，你會遇到很多。 0:50 今天，我們只關注其中的一些地雷 0:53 在那條路上，以及他如何克服它們。 0:57 讓我們開始吧。 1:16 2011 年，WebGL 1.0 版問世。 1:20 這是網站繪製和渲染圖形的一種新方式 1:23 在網絡瀏覽器中。 1:24 這很常見： 1:25 從某種技術開始。 1:27 Instagram 最初是圍繞新 API 進行的實驗。 1:30 HTML5 滿足社交位置共享。 1:33 所以這實際上是原因之一 1:36 為什麼迪倫和他的聯合創始人開始 1:38 這是一個尚未開發的新平台。 1:43 - 作為背景，我和我的聯合創始人埃文一起創辦了 Figma， 1:46 他是個十足的天才，比我聰明得多， 1:50 2012 年 8 月。 1:52 首先，我不知道， 1:54 基本上直到 2013 年 6 月， 1:56 我們更多地處於探索模式， 1:59 並試圖弄清楚我們如何， 2:02 我們要建造什麼， 2:03 以及從商業角度來看什麼是有意義的。 2:05 我想我們知道我們想做 WebGL， 2:09 WebGL 的東西， 2:09 這是在您的計算機中使用芯片的一種方式 2:11 在瀏覽器中。 2:13 我們知道我們可能想做創意工具。 2:15 我們知道我們非常關心工具的可訪問性， 2:17 並讓更多人可以使用這些工具。 2:20 我們有點同意 Bret Victor 的聲明， 2:23 也就是說，如果你不能使用工具 2:24 因為它太複雜了，這是一個道德錯誤。 2:27 - 今天和 10 年前一樣。 2:30 正如他們所說，“往西走，年輕人。往西走。” 2:33 去邊境。像迪倫一樣探索。 2:37 如果 2010 年是 JavaScript，2012 年是 WebGL， 2:41 今天你可能會發現邊界 2:43 在像 GPT-3 這樣的大型語言模型中， 2:45 穩定擴散，或其他類似的。 2:47 您可能會在 ZK-STARK 或 L2 區塊鏈中找到它。 2:51 您可能會在計算機視覺模型中找到它 2:53 因為計算機現在可以看到。 2:55 但技術還不夠。 2:57 迪倫也知道他必須走路 2:59 在一個特別有用的方向上；在他的情況下， 3:01 設計工具和超實用的設計工具。 3:05 他們看到了需求，而不僅僅是技術本身， 3:09 來自尚未開發的新技術，尚未完全了解， 3:13 你會發現團隊探索和建設。 3:16 當物理學家學會理解原子時， 3:19 他們也發現了元素週期表 3:24 在初創公司。 3:25 新元素一直在被發現， 3:28 通常由尋求前沿的工程師 3:31 像這樣。 3:32 你的元素是什麼？ 3:38 現在，為自身而尋求技術的危險 3:40 是你不小心做某事 3:42 你意識到這並不重要。 3:45 我們已經一次又一次地看到這一點。 3:47 無法解決現實問題的無意義產品， 3:50 但似乎與熱門流行語相鄰 3:53 比如實時、人工智能、區塊鍊或社交。 3:55 流行語的存在是有原因的， 3:57 但並非每個流行語初創公司都有存在的理由。 4:01 在這種情況下，迪倫和他的聯合創始人 4:03 發現自己用 WebGL 構建了一個 meme 生成器。 4:07 - 在這個模因生成器上工作了一周之後， 4:10 我記得看著鏡子，然後走了： 4:13 “天啊。我為此從布朗大學退學了？ 4:17 我的生命在做什麼？ 4:19 我的天啊。” 4:20 然後我走出了浴室 4:22 對著鏡子分享一段時間後 4:23 只是感到非常沮喪。 4:25 一個小時後，我的聯合創始人埃文， 4:27 摘下耳機， 4:29 他就像，“迪倫，我就是做不到。” 4:32 - 現在，模因生成器肯定很有用 4:34 對於互聯網上的一些人來說， 4:36 但這個空間對迪倫和埃文來說沒有意義。 4:40 認識自己很重要。 4:42 其他人可能會發現這個空間是他們一生的工作， 4:45 但如果那不是你的， 4:47 你將無法招募、建造和做需要做的事情 4:49 日復一日地創造。 4:51 這對任何人來說都是一個很大的原因 4:54 誰想做點什麼 4:55 這確實經得起時間的考驗。 4:57 10年一夜成名不會發生 5:00 如果你和你的聯合創始人看不到自己 5:03 花費大量時間， 5:05 或許下一個十年， 5:07 也許你的未來幾十年 5:10 朝著這個使命努力。 5:15 我記得早在2008年，2009年， 5:17 當我在我的創業公司Posterous工作時， 5:19 我已經達到了一個點 5:20 我需要轉為人事經理。 5:23 我希望我能在那一刻說我成功了。 5:26 但事實上，我逃避了它，我只是更努力地編碼。 5:29 對於Posterous來說，這是錯誤的舉動。 5:32 這對我來說是錯誤的舉動。 5:33 這也是原因之一 5:35 為什麼我認為Posterous沒有成功 5:37 以 Figma 的方式前往應許之地。 5:40 弄清楚如何成為經理 5:42 是一個不可能的艱難處境， 5:44 因為A：你可能不想， 5:47 和 B：你可能會發現你一開始就很討厭。 5:50 事實上，這是常態。 5:52 瘋狂的是迪倫作為創始人的旅程 5:54 因為這個問題幾乎結束了， 5:56 甚至在 Figma 推出之前。 5:59 - 領導力是一種你可能都知道的技能。 6:01 你在俱樂部， 6:04 也許你在運動隊， 6:05 你可以通過這些領域體驗領導力。 6:09 但我認為這是非常罕見的 6:11 在你進入專業環境之前 6:13 真正體驗管理作為一種技能。 6:15 這實際上是一種與領導力非常不同的技能： 6:18 它們是相關的，但它們是不同的。 6:20 管理是你必須培養的技能， 6:23 就像任何其他技能一樣。 6:24 還有肌肉和各種不同的東西 6:28 你必須弄清楚它。 6:29 進入 Figma 一年後，我正在研究如何成為一名 CEO。 6:33 我正在弄清楚該產品的方向。 6:35 我也在想辦法僱傭人。 6:37 但最重要的是我試圖弄清楚 6:39 如何管理人，但進展並不順利。 6:42 我雇了一些人 6:43 那可能不合適 6:45 回想起來，文化上。 6:47 我也沒有給人們足夠的權力。 6:51 當你僱傭聰明人時， 6:52 你必須給他們一種真正貢獻的方式 6:56 把你吹走， 6:57 並做你永遠不會想到的事情。 7:00 如果你進行微觀管理， 7:01 如果你給人們各種各樣的東西， 7:06 這是做什麼的秘訣， 7:08 他們不會欣賞的 7:09 如果他們是合適的人選。 7:10 在這一切之間， 7:13 我認為同時， 7:16 這實際上是幾年後， 7:17 但與此同時，我父親實際上死於癌症。 7:20 所以有很多情緒壓力 7:22 我正在經歷的， 7:24 我認為這進一步激怒了事情。 7:27 在某個時候，有一次談話 7:30 基本上和我的員工一起， 7:34 因為發生了很多事情， 7:36 我就像，“讓我們聚在一起 7:37 並談論它。” 7:38 結果有點糟糕。 7:41 人們對我真的很不滿意， 7:43 那一刻他們就像， 7:46 “好吧，你需要真正得到幫助才能完成這項工作。” 7:51 最終，我們做到了。 7:52 我們聘請了第一位外部經理， 7:54 我實際上從他身上學到了很多。 7:55 但那一刻我就像， 7:57 “哦，上帝，這時候一切都可能崩潰。 8:00 就像每個人都可能離開一樣。 8:03 這可能就是結束了。” 8:04 我認為它的另一部分 8:06 是我們還沒有推出呢。 8:08 - 迪倫經歷了這一切。 8:09 今天他在山頂。 8:11 但最有價值的教訓 8:13 早在大本營的旅程中就學會了， 8:16 我們很多人在哪裡。 8:18 每一位創業的才華橫溢的技術創始人， 8:21 谁愿意長期擔任 CEO 職位 8:25 最終將不得不學習 Dylan 學到的東西： 8:28 如何成為一名經理。 8:29 這不是你可以學到的東西 8:30 沒有去過那裡的人。 8:33 找一個執行教練。 8:34 聘請優秀的經理與您合作 8:36 建立系統和流程。 8:38 如果你幸運的話，試著找到投資者 8:42 真正以這種方式提供幫助的人， 8:45 就像 Initialized 的 Jen Wolf 一樣。 8:47 很多創始人可能會被掛在這裡。 8:49 流程和管理難道不是快速行動的反面嗎？ 8:54 但正如海豹突擊隊所說， 8:56 “慢就是順，順就是快。” 9:00 減少混亂，幫助您的執行團隊 9:03 盡可能多產， 9:05 所有這些事情都讓事情變得順利。 9:07 只有這樣，你才能為十億人創造一些東西。 9:12 別忘了，這還需要10年或更長時間， 9:15 就像迪倫和他的團隊必須經歷的那樣。 9:18 Dylan 和 Figma 向我們展示了一條非常強大的路徑 9:21 關於這些事情是如何結合在一起的。 9:23 每個創始人面前都有一千個地雷， 9:26 他帶領每個人走向了這個令人難以置信的結果。 9:30 他所看到的並不是他獨有的。 9:33 每個創始人都會通過這些大門。 9:36 但是什麼是獨特的 9:37 是他確實克服了每一個人來到這裡。 9:41 整個世界都在隨著代碼和技術而改變， 9:45 你和你的朋友可以建造的那種。 9:48 你的代碼行是什麼？ 9:55 感謝您一直觀看到最後。 9:56 如果你喜歡這個，請務必分享這個視頻 9:59 在 Facebook、Twitter 或您所在的任何地方。 10:02 而且，你可以找到 10:04 我劇集中的一些最佳片段 10:06 現在在 Initialized Capital 頻道上： 10:08 描述中的鏈接。 10:10 立即訂閱該頻道。 10:12 我想听聽你的意見。 10:13 請留下評論告訴我更多 10:16 關於您想在此頻道上看到的內容。 10:19 下星期再見。 英文（美國）
|
沒有留言:
張貼留言