The obsessive homogeneity of digital elites 

From Peter Thiel’s Less Than Zero loc 1279:

Max Levchin, my co-founder at PayPal, says that startups should make their early staff as personally similar as possible. Startups have limited resources and small teams. They must work quickly and efficiently in order to survive, and that’s easier to do when everyone shares an understanding of the world. The early PayPal team worked well together because we were all the same kind of nerd. We all loved science fiction: Cryptonomicon was required reading, and we preferred the capitalist Star Wars to the communist Star Trek . Most important, we were all obsessed with creating a digital currency that would be controlled by individuals instead of governments. For the company to work, it didn’t matter what people looked like or which country they came from, but we needed every new hire to be equally obsessed.

And from loc 1292-loc 1305. To what extent is he saying things in public which other tech leaders only say in private?

In the most intense kind of organization, members hang out only with other members. They ignore their families and abandon the outside world. In exchange, they experience strong feelings of belonging, and maybe get access to esoteric “truths” denied to ordinary people. We have a word for such organizations: cults. Cultures of total dedication look crazy from the outside, partly because the most notorious cults were homicidal: Jim Jones and Charles Manson did not make good exits. But entrepreneurs should take cultures of extreme dedication seriously. Is a lukewarm attitude to one’s work a sign of mental health? Is a merely professional attitude the only sane approach? 

The extreme opposite of a cult is a consulting firm like Accenture: not only does it lack a distinctive mission of its own, but individual consultants are regularly dropping in and out of companies to which they have no long-term connection whatsoever. Every company culture can be plotted on a linear spectrum.

The best startups might be considered slightly less extreme kinds of cults. The biggest difference is that cults tend to be fanatically wrong about something important. People at a successful startup are fanatically right about something those outside it have missed. You’re not going to learn those kinds of secrets from consultants, and you don’t need to worry if your company doesn’t make sense to conventional professionals. Better to be called a cult—or even a mafia.

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