A Quote by Paul Allen
Microprocessors were instantly attractive to us because you could build something for a fraction of the cost of conventional electronics. That's essentially what we did with the Traf-O-Data computer - only it was too narrow and challenging an area to try to build a service business in.
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As quickly as it started, our business model evaporated. But while Traf-O-Data was technically a business failure, the understanding of microprocessors we absorbed was crucial to our future success.
When I build something for somebody, I always add $50 million or $60 million onto the price. My guys come in, they say it's going to cost $75 million. I say it's going to cost $125 million, and I build it for $100 million. Basically, I did a lousy job. But they think I did a great job.
The personal computer was a disruptive innovation relative to the mainframe because it enabled even a poor fool like me to have a computer and use it, and it was enabled by the development of the micro processor. The micro processor made it so simple to design and build a computer that IB could throw in together in a garage. And so, you have that simplifying technology as a part of every disruptive innovation. It then becomes an innovation when the technology is embedded in a different business model that can take the simplified solution to the market in a cost-effective way.
It's interesting now that basically a CG set is the same cost as a real set. So like if you're going to build a CG house in the suburbs, it costs you $200,000. And if you were going to build it in a computer, it'll cost you $200,000. It's the same... the relationship is exactly the same.
If one ox could not do the job they did not try to grow a bigger ox, but used two oxen. When we need greater computer power, the answer is not to get a bigger computer, but . . .to build systems of computers and operate them in parallel.
An exit is only a success if you set an exit as your primary goal. My primary goal was to build a globally influential tool, to build something from the ground up that could literally change how we communicated in business and individually.
In the desktop world, you could build a successful business where a consumer only came back to you once or maybe twice a year. I don't think you can build that kind of business on mobile. You need higher frequency, or otherwise you fall off the home screen and the user never comes back.
The digital business is a fantastic business to be in. The only thing you have to do is build a cost structure for a declining business, which is different from the structure for a growing business.
There are many who subscribe to the convention that service is a business cost, but our data demonstrates that superior service is an investment that can help drive business growth. Investing in quality talent, and ensuring they have the skills, training and tools that enable them to empathize and actively listen to customers are central to providing consistently excellent service experiences.
My job is to analyze our data set to understand it and build products on it. I look at raw data, do the math to clean it up, and build systems to make it easy to understand.
People ask me often, 'Why did you leave Green Bay? You had the best quarterback, you were going good and all that.' But I've always been one for challenges. Try to build something up, try something new, challenge myself.
I took this 'how to build computers' course basically because I'm sick and tired of getting ripped off by cheesy computer companies. Software baffles me. I like hardware. I used to change my own oil, and now I want to build my own computer so I can have what I want.
We think the Mac will sell zillions, but we didn't build the Mac for anybody else. We built it for ourselves. We were the group of people who were going to judge whether it was great or not. We weren't going to go out and do market research. We just wanted to build the best thing we could build.
It's the first company to build the mental position that has the upper hand, not the first company to make the product. IBM didn't invent the computer; Sperry Rand did. But IBM was the first to build the computer position in the prospect's mind.
It took us three years to build the NeXT computer. If we'd given customers what they said they wanted, we'd have built a computer they'd have been happy with a year after we spoke to them - not something they'd want now.
Because the Internet is a medium, it doesn't care whether it transmits love or hate. It is what we build and who we are that make it what it is. We can build things that diminish our humanity or build things that bring us to human flourishing.
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