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The Secret Rules of Business Success (or Failure)

  • The Secret Rules of Business Success (or Failure)-

    The success of Windows (and DOS) was the result of leveraging IBM resources; the success of Android was the result of getting the licensees to accept much of the legal and development burden. Both allowed a firm that was unwilling or unable to properly fund a successful product to be successful. This is leverage and it is rarely practiced and has the downside of reduced control, but, like the story of Tom Sawyer and painting the fence, getting others to fund most of an expensive product can provide massive returns as Microsoft itself demonstrated. Companies that understand how to use this leverage have much higher potential upside than firms that don’t.

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The Secret Rules of Business Success (or Failure)

  • 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18
  • The Secret Rules of Business Success (or Failure)-16

    The success of Windows (and DOS) was the result of leveraging IBM resources; the success of Android was the result of getting the licensees to accept much of the legal and development burden. Both allowed a firm that was unwilling or unable to properly fund a successful product to be successful. This is leverage and it is rarely practiced and has the downside of reduced control, but, like the story of Tom Sawyer and painting the fence, getting others to fund most of an expensive product can provide massive returns as Microsoft itself demonstrated. Companies that understand how to use this leverage have much higher potential upside than firms that don’t.

Over the last three decades, Rob Enderle has worked as an inside (ROLM/Siemens/IBM) or outside (Dataquest, Forrester, Enderle Group) technology analyst. He thought it would be interesting to share the 16 immutable rules that most people actually running tech companies don’t seem to know.

These rules define the differences between a company that is doing well, like Apple, and a company that is failing, like RIM. They anticipate the mistakes and suggest fixes to major financial, operational and PR problems the firms experience and provide a primer for anyone wanting to be successful in this segment. Many are not segment-oriented and could apply to any business at any level, but some are specific to technology.

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