Innovation doesn't always have to be original. Sandals founder Butch Stewart was a 'shameless copycat,' studying other resorts to find their best ideas—from champagne service to whirlpools—and implementing them. This mirrors Sam Walton's strategy of meticulously copying successful retail practices.

Founders who have truly 'found' demand can break free from copying other startups' playbooks. They can confidently deploy unique tactics in product or marketing that seem strange to outsiders but perfectly fit their specific, proprietary understanding of customer needs, leading to outsized success.

To build a truly great product, you can't just copy competitors. Being different is a prerequisite for achieving a step-change improvement. Even if a different approach fails, it yields valuable learning about what doesn't work, which Lütke calls a 'successful discovery.'

Peter Thiel distinguishes between 'horizontal progress' (copying existing models, e.g., globalization) and 'vertical progress' (creating new technology). Truly disruptive value comes from the latter, like inventing an automobile versus building a faster horse.

Walmart founder Sam Walton built his empire not on original ideas but by systematically copying every good tactic he saw in competitors' stores. This 'cloning' strategy is underrated and incredibly effective because most people are too proud or lazy to implement it, creating a durable competitive advantage.

While founders may be tempted to copy the design of successful products like Linear, this approach can backfire. It signals to the market and potential hires that the company does not fundamentally value original design thinking, which can be a negative indicator of its own product quality and innovation.

Entrepreneurs often fail by prematurely modifying a proven success blueprint to make it "their own." The more effective approach is to first copy a model exactly to achieve initial results, and only then consider making modifications based on direct experience.

Seeing an existing successful business is validation, not a deterrent. By copying their current model, you start where they are today, bypassing their years of risky experimentation and learning. The market is large enough for multiple winners.

Instead of reinventing every product feature, legally copy what's proven, make mundane but impactful improvements (e.g., faster loading), and isolate your true innovation. This de-risks development and focuses efforts where they matter most, as most “new” ideas are destined to fail.