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When it comes to building a successful startup, Paul Graham, the co-founder of Y Combinator, offers a piece of advice that might surprise you: don't worry too much about your competitors. Instead, focus on executing your own plan as effectively as possible.
Photo: https://paulgraham.com
The Real Startup Killer: Poor Execution
According to Graham, the most common reason startups fail is not because of fierce competition but because of poor execution by the founders. This insight is drawn from Y Combinator’s vast experience, having funded over 1,900 companies. Despite the large number of startups in the program, only a handful have been taken down by competitors.
So, what does this mean for founders? It means that your biggest challenge isn’t the startup next door that’s working on a similar idea—it’s making sure you’re doing the best job possible with your own company. Whether it’s building a product, acquiring users, or managing a team, the focus should always be on execution.
The Competitor Conundrum: Why It’s Less Important Than You Think
Graham uses an interesting analogy to explain why worrying about competitors might be misguided. He compares the situation to light aircraft flying through clouds: just as planes are unlikely to crash into each other because "space is large," startups are unlikely to be killed by competitors because there’s usually plenty of room for everyone.
This is especially true in the tech world, where markets can be enormous, and multiple companies can thrive by catering to slightly different needs or offering slightly different products. The real danger, Graham suggests, isn’t the other startup—it’s losing focus on what you’re doing.
What Should You Do When a Competitor Appears?
Graham has a simple but powerful answer to this question: run as fast as you can. If you’re doing everything you can to build the best possible company, then the presence of a competitor shouldn’t change your strategy. "If they’re better than you, they’ll win. And if not, then you’ll win."
This advice emphasizes the importance of staying the course. It’s easy to get distracted or demoralized when a new competitor appears, but the best response is to keep doing what you’ve been doing—just do it even better. If you’ve been focusing on building a great product, keep doing that. If you’ve been working on acquiring users, keep doing that too. The presence of a competitor is not a signal to change course; it’s a signal to double down on what you’re already doing well.
Conclusion: Focus on What You Can Control
Paul Graham’s advice is a reminder that startups should focus on what they can control—namely, their own execution. While it’s natural to worry about competitors, the reality is that most startups fail because they don’t execute well, not because they’re outcompeted. By keeping your attention on building the best possible company and not getting sidetracked by the competition, you’re far more likely to succeed in the long run.
So, the next time you find yourself worrying about a competitor, take a step back, refocus on your own goals, and keep running as fast as you can. The race isn’t against them—it’s against yourself.
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