????白日夢(mèng)是你有想法,，但還沒(méi)有經(jīng)過(guò)檢驗(yàn)，不知道它們是不是瞎想,。創(chuàng)業(yè)者成功的要素之一是,，不僅有遠(yuǎn)見(jiàn),，還知道如何實(shí)現(xiàn)和創(chuàng)造,。創(chuàng)造過(guò)程就是優(yōu)勝劣汰的過(guò)程。頓悟發(fā)生在你搜集了大量數(shù)據(jù),，但還沒(méi)有用某種分析方式來(lái)思考這個(gè)問(wèn)題。頓悟就像是某一天突然茅塞頓開(kāi),。頓悟非常少見(jiàn),；閉門(mén)造車(chē)是不會(huì)獲得頓悟的。它通常是因?yàn)橐粋€(gè)人的頭腦里一直在處理（大量）數(shù)據(jù),，有一天它們終于融會(huì)貫通了。頓悟不能設(shè)計(jì),，但肯定可以營(yíng)造適當(dāng)?shù)沫h(huán)境,。

????對(duì)于新公司,，保持靈活性和理解“關(guān)鍵轉(zhuǎn)折”含義有多么重要？

????過(guò)去初創(chuàng)公司總是通過(guò)解雇高管來(lái)調(diào)整策略,。這是一個(gè)重要的決定,。你開(kāi)掉了銷(xiāo)售副總裁，開(kāi)掉了營(yíng)銷(xiāo)副總裁，最后開(kāi)掉了CEO,。每次解雇都是一個(gè)關(guān)鍵轉(zhuǎn)折,，接任者不傻，他們不會(huì)實(shí)施同樣的戰(zhàn)略——他們會(huì)采用另外的戰(zhàn)略,。一旦我們將發(fā)生的事情聯(lián)系起來(lái)，就容易理解關(guān)鍵轉(zhuǎn)折,，“實(shí)際上,，我們摸索業(yè)務(wù)模式的過(guò)程中所做的就是改變戰(zhàn)略,。”但我認(rèn)為,，我們把它變得過(guò)于簡(jiǎn)單了,。關(guān)鍵轉(zhuǎn)折并不意味著在艱難的時(shí)候放棄。只是在嘗試了所有可能之后,，再掉轉(zhuǎn)方向,。關(guān)鍵轉(zhuǎn)折并不意味著“我已經(jīng)改變了主意?！标P(guān)鍵轉(zhuǎn)折不是創(chuàng)始人注意力缺失癥的癥狀,。如果這就是你現(xiàn)在正在做的，這可不是關(guān)鍵轉(zhuǎn)折,；事實(shí)上你是想不明白了。

????創(chuàng)業(yè)者給予客戶(hù)關(guān)系的重視足夠嗎,？

????不夠。如果你是一位創(chuàng)業(yè)者,，當(dāng)你遇到麻煩,，你很容易會(huì)說(shuō),，“我們?cè)僭黾右豁?xiàng)功能吧,，”或者“我做完后會(huì)和客戶(hù)談的,。”放下手頭的工作,，與人對(duì)話(huà),，并不是本能行為。這部分創(chuàng)業(yè)內(nèi)容即“客戶(hù)發(fā)展”難度很大,，它的難并不在于一些實(shí)際的困難有多難,，而是創(chuàng)始人心理上很難接受,。如果你是一位創(chuàng)業(yè)者，從第一天開(kāi)始你就受到心中遠(yuǎn)景的驅(qū)動(dòng),。為什么我要讓別人來(lái)挑戰(zhàn)這一遠(yuǎn)景的現(xiàn)實(shí)性,？這是個(gè)偉大的點(diǎn)子。為什么我要讓別人來(lái)告訴我,，我信念所在的企業(yè)錯(cuò)了,？這種事讓人沮喪。但正是“我相信”和“我需要檢驗(yàn)這一信仰”兩種思想相輔相成才造就了成功的企業(yè)家,。

????《初創(chuàng)企業(yè)家手冊(cè)》是你的第二本書(shū),。這和你2005年的第一本書(shū)有何不同？

????當(dāng)我寫(xiě)《四步頓悟》時(shí),，它還是異端邪說(shuō),。我的意思是,，當(dāng)時(shí)我是唯一一個(gè)愿意談?wù)撨@一點(diǎn)的人——我沒(méi)法告訴你這種深深的孤獨(dú)感。想想我基本上是在說(shuō),，每家風(fēng)投和商學(xué)院企業(yè)教授講得都是錯(cuò)的,。我無(wú)意之中冒犯了兩個(gè)行業(yè),。第一本書(shū)真的讓我頭痛。

????A daydream is (when) you have ideas, but you simply don't test them or figure out whether they're nothing more than guesses. One of the things that make entrepreneurs successful is they not only have a vision, they actually know how to get out and create. This act of creation is what separates the winners and losers. An epiphany is what happens when you've been working and collecting an enormous amount of data, but you haven't approached the problem in some analytical way. It just kind of came to you one day in a flash. Epiphanies are extremely rare; you don't get them by locking yourself in the building. It's usually because your head has been processing a (large) amount of data and it finally all snaps together one day. You can't engineer one, but you can certainly provide the right kind of circumstances for it.

????How important is it for young companies to remain flexible and understand what it means to 'pivot'?

????We used to change strategy in startups by firing executives. It's a big idea. You fire the VP of Sales. You fire the VP of Marketing. And then you finally fire the CEO, and each one of those would be a pivot because the replacement wouldn't be stupid and they wouldn't do the same strategy – they'd do another one. Once we began to articulate what was going on, pivot then made it easy to understand, 'Oh actually what we're doing in the search for a business model is changing strategy.' But I think we've made it a little too easy. A pivot does not mean giving up when things get tough. You only pivot after you've exhausted the series of possibilities. A pivot doesn't mean 'I've changed my mind.' A pivot isn't a symptom of a founder with an attention deficit disorder. If that's what you're doing, you're not pivoting; you're actually confused.

????Do entrepreneurs put enough focus on customer relationships?

????No. It's really easy when you get stuck if you are an entrepreneur to say, 'let me add another feature,' or 'I'll talk to customers when I'm done.' Getting out of the building to talk to people is kind of an unnatural act. This part of entrepreneurship called customer development is extremely difficult, not because it's physically hard, though it is, but because it's mentally hard. If you're a founder, you're driven by your vision from day one. Why on earth would I want anybody to challenge my version of reality? It's a big idea. Why would I want to go and have somebody tell me my faith-based enterprise is wrong? It's depressing. But it turns out it's that yin and yang of 'I believe' and 'I need to test that belief' (that) makes successful entrepreneurs.

????The Startup Owner's Manual is your second book. How was it different than your first book in 2005?

????When I wrote the "The Four Steps to the Epiphany," it was heretical. I mean, I was the only guy who could talk about this – I can't tell you how lonely it was. Think about it, I basically said that every VC and business school professor who teaches entrepreneurship is wrong. Implicitly, I was calling out two industries, and not on purpose. The first book truly made my head hurt.