“One of the values of things I learned absolutely directly from Steve was the whole issue of focus. What are we focusing on: focus on product. I wish I could do a better job in communicating this truth here, which is when you really are focused on the product, that’s not a platitude. When that truly is your reason for coming into the studio, is just to try to make the very best product you can, when that is exclusive of everything else, it’s remarkable how insignificant or unimportant a lot of other stuff becomes. Titles or organizational structures, that’s not the lens through which we see our peers.”—Jonathan Ive
1/Cycle time compression may be the most underestimated force in determining winners & losers in tech.
2/First clear instance of cycle time compression: Cloud/SAAS vs on-premise enterprise software.
3/Cloud/SAAS development cycles can be far faster than on-premise software; single instance deployed instantly to all customers.
4/Further, customers can try and adopt cloud/SAAS far faster than they can try and adopt on-premise software.
5/Implication: Cloud/SAAS is probably impossible to compete with for on-premise software across multiple product cycles.
6/Second clear instance of cycle time compression: Product improvement & customer upgrade cycles for phones vs TVs and cars.
7/Consumers can upgrade their phones every 1-2 years, vs TVs at 5-8 years? Cars at 10-12 years? With phones improving by leaps & bounds.
8/Implication: At given point in time, your TV can be 4-6 years behind your phone; your car can be 9-10 years behind your phone.
9/Implication: TVs and cars will become accessories for phones, not the other way around. And already happening: Airplay, Chromecast.
10Interesting note: Web cycle times still much faster than mobile app cycle times due to restrictive mobile app store policies.
Rich and poor
1/Technology innovation disproportionately helps the poor more than it helps the rich, as the poor spend more of their income on products.
2/This sounds like it must be a controversial and politically charged position, and yet it is not — it flows from basic economics.
3/The best way to understand this is by historical example: What the rich used to have and what the poor now have, due to tech innovation.
4/Rich have always been able to pay servants to wash dishes; due to tech change, now most US homes have automatic dishwashers.
5/Rich have always been able to pay servants to wash and dry clothes; now most US homes have automated washers and dryers.
6/Rich were able to afford to have fresh ice delivered daily to make iceboxes work; now all American homes have refrigerators.
7/Rich were always able to afford to hire musicians to play in their homes; now audio equipment and digital music are cheap for everyone.8/At one point only the rich could pay for horses, buggies, stables, coachmen — now cars are easily affordable by almost everyone in West.
9/Go far enough back, only rich could afford hand-copied books or to employ scribes; printing press made books accessible to the poor.
10/Technology innovation is the main process by which luxury items become produced, packaged, and made affordable for everyone.
11/Opposing tech innovation is punishing the poor by slowing the process by which they get things previously only affordable to the rich.
12/And, tech innovation is the process by which everyone in the world will be able to afford things that are plentiful in the West today.
13/A great lens on this is the US HUD housing survey; shows rapid material progress of poor Americans quite clearly.
14/Note that consumer costs rising most quickly (education, health care) have least tech innovation and least market competition.
“So many people glorify and romanticize “busy”. I do not. I value purpose. I believe in resting in reason and moving in passion. If you’re always busy/moving, you will miss important details. I like the mountain. Still, but when it moves, lands shift and earth quakes.”—
i am working on this. and pretty much still failing at it.
From the moment they opened the doors of WhatsApp, Jan and Brian wanted a different kind of company. While others sought attention, Jan and Brian shunned the spotlight, refusing even to hang a sign outside the WhatsApp offices in Mountain View. As competitors promoted games and rushed to build platforms, Jan and Brian remained devoted to a clean, lightning fast communications service that works flawlessly.