Business

All consumer internet products are either about consumption, production or both. A blog site is primarily about consumption. A photo transforming app is primarily about production. Social networks are consumption heavy. Good Messaging apps are symmetric. And a grievance collection product like BBB is production heavy. Building aggregation on top of similar products is a well-known strategy. The hard realization to note is that it can succeed only in very specific scenarios. Look at all the successful aggregation products, travel booking sites, news aggregators, RSS readers, discount coupon aggregators. As opposed to that, attempts to write an email aggregator, a social media aggregator etc. have not been as successful. And that’s the underlying theme, aggregator works well for consumption only interfaces where the product is sourced from many sources (more the better) and is standardized in the eyes of the consumer. They have limited success almost everywhere else. And this just doesn’t apply to software products. Microsoft tried and failed to have their own hardware stores since their offerings were similar and a subset of BestBuy whereas Apple succeeded in the same strategy despite the naysayers.

The book compares a set of 10 pairs of companies over a timeframe of over 20 years to demonstrate what choices the same companies make to become great. The great ones (10Xers) were not led by visionaries, they were not more innovative, they did not try to move too fast, and they were not luckier ones either.

Standards exist so that products from different vendors can interoperate with each other, for example, sending email from Gmail to Yahoo! mail, and use common interfaces, for example, sockets for electrical appliances. The standardization does not always have to come from imposed standards; sometimes, it comes from the user expectations. For example, the interface of a Calander/Scheduling application is pretty standardized. There is little scope to differentiate a new Calendar application from the existing products like Outlook Calendar, Google Calendar, and iCal while just implementing the standard is still pretty hard. ...

Ownership is an innate human desire, except, we make the mistake of confusing it with control. In the name of ownership, we end controlling things, and then we end up wasting disproportionate time reasserting our control. How to differentiate between ownership and control? A simple rule of thumb is that control can be taken away (or lost) much more easily than ownership. As an example, since books can easily be lost or stolen, possessing books is a matter of control, while possessing knowledge is a matter of ownership. Possessing money is a matter of control, while possessing skills to earn money is a matter of ownership. Along the same lines, jewellery is about control while beauty is about ownership, car is about control while travel experiences are about ownership. ...

The book is an excellent collection of rules which the author discovered while finishing his Ph.D. and transitioning into a full-time faculty position.

At some point, the incumbent’s product’s performance exceeds the demand of most customers. Then the “edge” that these performance metrics provided is lost, and the customers’ value proposition changes. They start valuing some other metrics, along which a disruptor’s product has better performance. The disruptor has an early mover’s advantage as well as leading to the demise of the incumbent.

The book emphasizes heavily life education, glorifies college dropouts, and questions college education except for specialized fields like law and medicine.

Enough articles have been written about engineering crunch in the valley while some solutions like increasing equity grants to engineers have been suggested, the bigger issue of the broken recruiting pipeline has not gained the attention it deserves. Its a job of recruiters to source potential candidates and most recruiters are compensated in form of a percentage (usually 20-30%) of the annual base salary of the hired individual.

The book is a humorous compilation of pragmatic lessons which Scott Adams learned while navigating his professional career.

The book is written by Bill Walsh - San Francisco’s 49ers Football team coach who transformed the worst-performing team of its era into the best-performing team. The book talks about the changes he brought in as well as his philosophy of leadership which is generic enough to apply outside of American Football. He is also known as the creator of the West Coast Offense.