By Rama Jager, Rafael Ortiz
In remarkably sincere and unrestrained one-on-one interviews, 16 titans of the electronic international proportion knowledge and recommendation on how they based and outfitted their empires...what they give thought to enterprise, know-how, and every other...and the place itÕs all going. YouÕll locate tricky, directly, arguable, profound, and instructive conversations with: Steve Jobs (Apple, subsequent, Pixar), T. J. Rodgers (Cypress), Gordon Eubanks (Symantec), Steve Case (America Online), Scott cook dinner (Intuit), Sandy Kurtzig (ASK), John Warnock and Charles Geschke (Adobe), Michael Dell (Dell), Charles Wang (Computer Associates), invoice Gates (Microsoft), Andy Grove (Intel), journey Hawkins (Electronic Arts/3DO), Ed McCracken (Silicon Graphics), Ken Olsen (DEC), and invoice Hewlett (Hewlett-Packard).
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Extra resources for In the Company of Giants: Candid Conversations with the Visionaries of the Digital World
Example text
In order to do things well that can’t be done by one person, you must find extraordinary people. The key observation is that, in most things in life, the dynamic range between average quality and the best quality is, at most, twoto-one. For example, if you were in New York and compared the best taxi to an average taxi, you might get there 20 percent faster. In terms of computers, the best PC is perhaps 30 percent better than the average PC. There is not much difference in magnitude. Rarely you find a difference of 2 to 1.
What did they want me to do? Walk across the street and say, “Congratulations four hundred of you. You’ve done a great job and we’ve made record profits. But record profits aren’t enough. ” In retrospect they were absolutely right. If you think about it economically, an all-American strategy is stupid. You can’t swim upstream against the world economy. It just doesn’t happen. Countries can’t do it, let alone companies. Now that I’ve analyzed it more, the all-American strategy is contrary to my basic economic principles.
After 1992. This was a remedial action as part of the 1992 “figureout-who-you-are” situation. Another problem we had in 1992 was that our original business plan clearly specified that we were going to be a high-tech company. Our chips were going to be smaller, faster, and better than the other guys’ chips, and we were going to take our competitors on and blow them up. But we lost the edge in 1992 because at $250 million in revenues we niched out and stalled. The niches had created such daunting manufacturing, sales, and marketing tasks that our people were stretched extremely thin.