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REWORK



JASONFRIED

INTRODUCTION

FIRSTThe new reality

TAKEDOWNSIgnore the real worldLearning from mistakes is overratedPlanning

is guessingWhy grow?WorkaholismEnough with "entrepreneurs"

GOMake a dent in the universeScratch your own itchStart making somethingNo

time is no excuseDraw a line in the sandMission statement impossibleOutside money is

Plan ZYou need less than you thinkStart a business, not a startupBuilding to flip is

building to flopLess mass

PROGRESSEmbrace constraintsBuild half a product, not a half-assed

productStart at the epicenterIgnore the details early onMaking the call is making

progressBe a curatorThrow less at the problemFocus on what won't changeTone is in

your fingersSell your by-productsLaunch now

PRODUCTIVITYIllusions of agreementReasons to quitInterruption is the enemy

of productivityMeetings are toxicGood enough is fineQuick winsDon't be a heroGo to

sleepYour estimates suckLong lists don't get doneMake tiny decisions

COMPETITORSDon't copyDecommoditize your productPick a fightUnderdo

your competitionWho cares what they're doing?

EVOLUTIONSay no by defaultLet your customers outgrow youDon't confuse

enthusiasm with priorityBe at-home goodDon't write it down

PROMOTIONWelcome obscurityBuild an audienceOut-teach your

competitionEmulate chefsGo behind the scenesNobody likes plastic flowersPress releases

are spamForget about the Wall Street JournalDrug dealers get it rightMarketing is not a

departmentThe myth of the overnight sensation

HIRINGDo it yourself firstHire when it hurtsPass on great peopleStrangers at a

cocktail partyResumes are ridiculousYears of irrelevanceForget about formal

educationEverybody worksHire managers of oneHire great writersThe best are

everywhereTest-drive employees

DAMAGE CONTROLOwn your bad newsSpeed changes everythingHow to say

you're sorryPut everyone on the front linesTake a deep breath

CULTUREYou don't create a cultureDecisions are temporarySkip the rock

starsThey're not thirteenSend people home at 5Don't scar on the first cutSound like

youFour-letter wordsASAP is poison

CONCLUSION

Inspiration is perishable

RESOURCESAbout 37signals37signals products

ACKNOWLEDGMENTS

CHAPTER

INTRODUCTION

We have something new to say about building, running, and growing (or not

growing) a business.

This book isn't based on academic theories. It's based on our experience. We've

been in business for more than ten years. Along the way, we've seen two recessions, one

burst bubble, business-model shifts, and doom-and-gloom predictions come and go--and

we've remained profitable through it all.

We're an intentionally small company that makes software to help small

companies and groups get things done the easy way. More than 3 million people around

the world use our products.

We started out in 1999 as a three-person Web-design consulting firm. In 2004, we

weren't happy with the project-management software used by the rest of the industry, so

we created our own: Basecamp. When we showed the online tool to clients and

colleagues, they all said the same thing: "We need this for our business too." Five years

later, Basecamp generates millions of dollars a year in profits.

We now sell other online tools too. Highrise, our contact manager and simple

CRM (customer relationship management) tool, is used by tens of thousands of small

businesses to keep track of leads, deals, and more than 10 million contacts. More than

500,000 people have signed up for Backpack, our intranet and knowledge-sharing tool.

And people have sent more than 100 million messages using Campfire, our real-time

business chat tool. We also invented and open-sourced a computer-programming

framework called Ruby on Rails that powers much of the Web 2.0 world.

Some people consider us an Internet company, but that makes us cringe. Internet

companies are known for hiring compulsively, spending wildly, and failing spectacularly.

That's not us. We're small (sixteen people as this book goes to press), frugal, and

profitable.

A lot of people say we can't do what we do. They call us a fluke. They advise

others to ignore our advice. Some have even called us irresponsible, reckless, and--gasp!-

-unprofessional.

These critics don't understand how a company can reject growth, meetings,

budgets, boards of directors, advertising, salespeople, and "the real world," yet thrive.

That's their problem, not ours. They say you need to sell to the Fortune 500. Screw that.

We sell to the Fortune 5,000,000.

They don't think you can have employees who almost never see each other spread

out across eight cities on two continents. They say you can't succeed without making

financial projections and five-year plans. They're wrong.

They say you need a PR firm to make it into the pages of Time, Business Week,

Inc., Fast Company, the New York Times, the Financial Times, the Chicago Tribune, the

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