Having run through a few startups (and dealt with some business school grads), I agree with the general premise because it is how most business schools train st

Having run through a few startups (and dealt with some business school grads), I agree with the general premise because it is how most business schools train students to think. There's two types of business schools in general - ones that focus on forging middle managers (working with spreadsheets, managing employees, etc.) and some that focus on entrepreneurship (writing business plans, dealing with contracts, etc.) Both are not very helpful in the early going, because the reality is that EARLY STAGE startups are only about one thing: validating a business. A lot of the "lean startup" movement lessons apply: test your assumptions as quickly and cheaply as possible, spend as little money as possible, don't work on things that don't forward those goals. My first business my partner and I felt like impostors the whole time because we weren't raising millions of funding, we weren't renting huge offices or blitzing marketing, we simply were working to make our business better and make money faster. It's the most obvious thing, but it tends to be forgotten when dreaming too big too fast, and having all these business school lessons to lean on tend to make things even worse because they only confuse the situation at the earliest stages. I'm not saying these aren't useful things to know, but first-time founders tend to lack awareness of where their company is in reality. The best person to work on a startup is the guy who knows how to make a buck from nothing, the guy who fixed computers when he was 12 or paid kids to make things he sold on Etsy when he was in high school or whatever. "Doing" gets harder and harder the more time you spend on "how to do things right."