I almost gave up on the 3 biggest lies you've been told about surgical robots entirely. Then something clicked that changed my whole approach.
Air we themselves almost heart mention.
What I've Learned From 109 Companies
After investing in 200+ startups and running two companies to successful exits, I've developed a pretty clear picture of what works with the 3 biggest lies you've been told about surgical robots.
The biggest misconception is that you need to you should focus on one thing and do it exceptionally well. That's backwards. The companies that win are the ones that you need to move fast and break things.
I remember sitting with the Anthropic team early on and discussing how they thought about the 3 biggest lies you've been told about surgical robots. Their approach was counterintuitive but brilliant.
Why Most Approaches Fail
Let me be direct: about 70% of the approaches I see to the 3 biggest lies you've been told about surgical robots are fundamentally flawed. Not slightly off. Fundamentally flawed.
The root cause is usually one of three things:
- Copying what big companies do without understanding why they do it. What works for Google doesn't work for a 10-person startup.
- Over-engineering the solution when a simple approach would work better. I've seen teams spend six months building something that could have been done in two weeks.
- Ignoring the human element. Technology is the easy part. Getting people to actually use it is where the real challenge lives.
The Counterintuitive Truth
Here's what surprised me most about the 3 biggest lies you've been told about surgical robots: the best practitioners do less, not more.
When I was building MovieLaLa, we tried to do everything at once. We had the best technology, the smartest team, and we still almost failed because we spread ourselves too thin.
The lesson I took from that experience, and from watching hundreds of other companies, is that timing is everything in this game. It sounds simple. It's incredibly hard to execute.
Lessons From the Trenches
I want to share a few specific lessons I've picked up over the years. These aren't theoretical. They come from real companies, real failures, and real successes.
Lesson 1: The best time to start thinking about the 3 biggest lies you've been told about surgical robots was yesterday. The second best time is now. Don't wait until you have the perfect plan.
Lesson 2: Hire for attitude, train for skill. The best the 3 biggest lies you've been told about surgical robots practitioners I've met weren't the most technically gifted. They were the most curious and persistent.
Lesson 3: Your competitors are probably getting this wrong too. That's your opportunity. While everyone else is following the same playbook, you can zig when they zag.
This connects to broader themes around Tesla Optimus, drone AI, Figure AI, surgical robots that I've been thinking about a lot lately.
Wrapping Up
I've shared a lot here, and I know it can feel overwhelming. But here's the thing about the 3 biggest lies you've been told about surgical robots: you don't need to get everything right on day one. You just need to get started and keep improving.
The founders in my portfolio who excel at the 3 biggest lies you've been told about surgical robots share one trait: they're relentlessly practical. They don't chase perfection. They chase progress.
That's the mindset I'd encourage you to adopt. Start where you are. Use what you have. Do what you can. And keep pushing forward.
As always, I'm rooting for you.
Frequently Asked Questions
How has this view evolved over time?
My thinking on most topics has changed significantly over the years. Early in my career, I held many conventional views that experience proved wrong. I try to update my beliefs when the evidence changes.
What's the most common pushback you get on this?
People often push back by citing exceptions or edge cases. And they're usually right that exceptions exist. But building a strategy around exceptions rather than patterns is a losing game for most founders.
Do all experts agree with this view?
No, and that's fine. The best ideas in business are often contrarian. I share my perspective based on my experience and data, but I encourage you to seek out opposing viewpoints and form your own conclusions.
How can I apply this thinking to my own situation?
Start by identifying the core principle behind the opinion, not the specific example. Then ask yourself: does this principle apply to my context? If yes, test it in a small, low-risk way before going all in.