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硅谷顶级风险投资人格雷迪的8条教训-8 Lessons From One of Silicon Valley’s Top VCs

8 Lessons From One of Silicon Valley’s Top VCs

硅谷顶级风险投资人格雷迪Grady的8条教训

翻译情况:AI翻译,人工校对完成

原文:https://blog.drift.com/lessons-from-pat-grady

Summary:Pat Grady, partner at the world-renowned VC firm Sequoia, has spent more than a decade in the business, and earlier this year he was named to the Midas Brink List as an investor “to watch closely now and in the future.”Since joining Sequoia in 2007, he’s met with — and learned from — thousands of entrepreneurs, and has invested in companies including Zoom, Qualtrics, Namely, and Medallia.The founding premise of Sequoia was Don’s vision that brilliant engineers — while capable of building great things — didn’t necessarily know how to connect to human problems.Five years ago, Pat saw “a decent amount whitespace in SaaS,” meaning there were buying centers within the enterprise and within SMBs that were underserved.

摘要:Pat Grady,世界著名的风险投资公司红杉的合伙人,已经在这个行业中度过了十多年的时间,今年早些时候,他被提名为 “现在和未来需要密切关注的投资人 “的Midas Brink List。”自2007年加入红杉以来,他已经与成千上万的企业家会面–并从他们那里学到了很多东西,并投资了包括Zoom、Qualtrics、Namely和Medallia在内的公司。 五年前,Pat看到了 “SaaS领域相当大的空白”,这意味着在企业内部和中小企业中存在着服务不足的购买中心。

He’s been called a “young gun” of Silicon Valley, but don’t let that title fool you.

他被称为硅谷的 “年轻的枪”,但不要被这个头衔所欺骗。

Since joining Sequoia in 2007, he’s met with — and learned from — thousands of entrepreneurs, and has invested in companies including Zoom, Qualtrics, Namely, and Medallia. (Most recently, Pat participated in our Series B round here at Drift.)

自2007年加入红杉以来,他与数千名创业者会面并向他们学习,并投资了包括Zoom、Qualtrics、Namely和Medallia在内的公司。最近,Pat参与了我们在Drift的B轮融资,Drift:一个企业营销智能化解决方案提供商)。

A few weeks ago, we invited Pat into the office so we could pick his brain and, of course, try to steal all his secrets.

几周前,我们邀请Pat到办公室,这样我们就可以了解他的想法,当然,也可以尝试偷取他的所有秘密。

Check out our full interview with Pat below — I promise it’s worth the half-hour:

下面是我们对Pat的完整采访–我保证这半个小时是值得的。

In a hurry? No worries: We went through and pulled out eight key lessons from our interview with Pat Grady that you can read below.

赶时间?不用担心。我们通过并拉出八个关键的经验教训 从我们的采访与帕特格雷迪,你可以阅读下面。

Whether you’re starting a company or investing in one, there’s a lot of scaffolding already in place that guides how you do things. These are best practices that have been applied for years that you’re expected to follow by default.

无论你是在创办一家公司还是在投资一家公司,都已经有很多工具方法在指导你如何做事。这些都是已经应用多年的最佳实践,你应该默认遵循。

And while that scaffolding can be helpful, it can also be limiting. As Pat explained, when Sequoia is looking to invest in a new company, they prefer to see companies that innovate as opposed to ones that follow the same-old playbook.

虽然这些工具方法可能很有帮助,但也可能会有局限性。正如Pat所解释的那样,当红杉希望投资一家新公司时,他们更希望看到的是那些具有创新精神的公司,而不是那些遵循老一套的公司。

When the topic of first principles came up during the interview, Pat explained that for companies, it all boils down to answering this question:

当采访中提到第一原则这个话题时,Pat解释说,对于公司来说,一切都要归结为回答这个问题。

The bottom line: It’s not just that your company needs to solve a problem. In order to reach hypergrowth status, you need solve a problem in such a way that it can’t be easily replicated by competitors.

底线: 这不仅仅是你的公司需要解决一个问题。为了达到超高速增长的状态,你需要以一种不容易被竞争对手复制的方式解决一个问题。

3) “From first meeting to investment, the odds are about 500 to 1.”

3)”从第一次见面到投资,几率大约是500比1。”

Time to get real: There are thousands of companies out there right now competing for attention, and market share, and, of course, funding.

是时候动真格了。现在有成千上万的公司在那里 争夺注意力,和市场份额, 当然,资金。

So, what are the odds of actually getting an investment from a VC firm?

那么,真正获得风投公司投资的几率有多大?

That’s what Sequoia’s funnel looks like. From the beginning of 2007 (when Pat joined Sequoia) to today, Sequoia has grown by roughly 50% in terms of investors, but their funnel has grown by more than 10x.

红杉的漏斗是这样的。从2007年初(Pat加入红杉的时候)到今天,红杉的投资人大概增长了50%,但他们的漏斗却增长了10倍以上。

How’d they pull it off? Keep reading to find out…

他们是如何做到的?请继续阅读,一探究竟…

4) “Benefit from the wisdom of your founders, but also reinvent constantly.”

4)”受益于创始人的智慧,但也要不断重塑。”

Don Valentine founded Sequoia in 1972. He wasn’t an investor by trade, but a chief marketing officer.

唐-瓦伦丁在1972年创立了红杉。他并不是投资人出身,而是一名首席营销官。

The founding premise of Sequoia was Don’s vision that brilliant engineers — while capable of building great things — didn’t necessarily know how to connect to human problems.

红杉的创立前提是唐的远见卓识,即优秀的工程师–虽然有能力建造伟大的东西–但不一定知道如何与人类问题联系起来。

As Pat told us, “That was the genesis of our business and that’s what we’ve tried to stay true to over the last 45 years.”

正如Pat告诉我们的那样,”这是我们业务的起源,也是我们在过去45年里一直努力坚持的目标。”

However, that doesn’t mean Sequoia has been using the same playbook for the past 45 years. As Pat explained, they’ve been focused on reinventing their business (and growing their funnel) with technology.

然而,这并不意味着红杉在过去45年里一直在使用同样的剧本。正如Pat所解释的那样,他们一直专注于用技术来重塑业务(和增长漏斗)。

One of Don Valentine’s enduring pieces of advice is that companies shouldn’t be afraid to target big markets. (Check out the video below to hear Don explain it.)

唐-瓦伦丁(Don Valentine)经久不衰的建议之一是,公司不应该害怕瞄准大市场。请看下面的视频,听听Don的解释)。

But as Pat warned during our interview, targeting big markets is also “tricky and a little bit dangerous.” So he offered this advice for entering a big market the right way.

但正如帕特在我们的采访中所警告的那样,瞄准大市场也是 “棘手的,有点危险”。所以他提出了这样的建议,以正确的方式进入大市场。

That’s Pat explaining Dunbar’s number, and how it serves as an inflection point for high-growth companies. Ultimately, once your company’s headcount approaches 150, things start to break because it becomes more and more difficult to communicate.

这是Pat在解释Dunbar的数字,以及它如何作为高增长公司的拐点。最终,一旦你的公司人数接近150人,事情就会开始破裂,因为沟通变得越来越困难。

So, how do you protect your company from the inevitable effects of Dunbar’s number?

那么,你如何保护你的公司免受邓巴数字的不可避免的影响?

邓巴数字:人类智力将允许人类拥有稳定社交网络的人数是148人

According to Pat, “The only way you can solve that is through systems and culture.”

帕特认为,”你唯一能解决的方法就是通过系统和文化”。

By systems, he means technology as well as having a regular cadence around meetings and other internal communications. And with culture, it’s also about making it intentional and not letting it slip away.

他所说的制度,是指技术以及围绕会议和其他内部沟通有一个固定的节奏。而对于文化,也是要让它有意识地进行,不要让它溜走。

7) “Don’t get caught up in the hype. Don’t chase the unicorn.”

7)”不要被炒作所迷惑。不要追逐独角兽。”

According to Pat, we’ve been in the same basic technology cycle since 2001. And we’re overdue for the end of this cycle and the beginning of the next.

根据帕特的说法,自2001年以来,我们一直处于相同的基本技术周期中。而我们早就该结束这个周期,开始下一个周期了。

For Pat, it all comes back to solving a real problem. If you’re doing that, you’ll always have customers, and you’ll always have employees to serve those customers.

对Pat来说,这一切都要回到解决实际问题上来。如果你在做这件事,你就会永远有客户,你就会永远有员工来服务这些客户。

8) “You can’t brute force your way into scale.”

8)”你不能用蛮力来实现规模化。”

Five years ago, Pat saw “a decent amount whitespace in SaaS,” meaning there were buying centers within the enterprise and within SMBs that were underserved.

五年前,Pat看到了 “SaaS中相当多的空白市场”,这意味着在企业内部和中小企业内部都有没被满足的采购小组。

Ultimately, if you aren’t offering a real competitive advantage, spending more money isn’t going to help your cause — at least not in the long run.

最终,如果你没有提供真正的竞争优势,花更多的钱对你的事业没有帮助–至少从长远来看没有帮助。

Just like with our Patty McCord interview, this was a case where we had way more lessons to share than could be summarized in a single post.

就像我们对Patty McCord的采访一样,这个案例中我们要分享的教训比一篇文章中总结的要多得多。

So make sure to listen to our full interview with Sequoia’s Pat Grady when you get the chance.

所以,有机会的话,一定要听听我们对红杉的 Pat Grady 的完整采访。

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