Microsoft has a master plan, riding a wave of unprecedented success. We're going to build the roads for the information superhighway.
Then I got trapped in the snow at Cornell. 1/
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2/ We had big plans for how to link up computers and share information. We called that strategy "Information At Your Fingertips" or IAYF.
We were going to build that strategy in the next release of Windows codename Chicago and Windows NT.
We had a fancy vision brochure.
3/ Then I got trapped by a snowstorm at my alma mater, Cornell.
I did what every alum 5 years out does and retraced my years, visiting the computer center I used to work.
The mainframe was replaced with Macs. All connected by a bunch of free GNU software (aka open source).
4/ Students were doing email, connecting to information sources like exam schedules and movie listings, and even finding other students in a directory.
They were using all sorts of crazy software TCP/IP, Gopher, WAIS, and something called WWW.
5/ I met up with my old boss and he showed me a mind-blowing use of multi-point video conferencing using a "hack" over UDP. It was called CU-SeeMe. It was crazy -- tiny little black & white images at 320pixels 4 frames per second but it used "the internet".
6/ I trekked back to the hotel, fired off a breathless mail "Cornell is WIRED!" I was scared--I saw all the things we had a big vision for with IAYF, but they were on Macintosh and using free software. We weren't even using the same network stack. I also wrote a big memo.
7/7 What could Microsoft do? What should Microsoft do? We were so busy with Chicago already and had a bold vision.
I was scared.
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Why were word processors $500+ in 1980s (~$1300 2021)? Aside from "seemed right" the packaging and contents were expensive. Here's a leading WP MultiMate. It came with several books, reference cards, keyboard templates, backup disks... The box is a fancy cloth storage box. 1/
2/ Companies were not just teaching their product but had to explain how a PC worked. The "Beginner's Guide" literally explained how a PC worked? Why, because often people were buying a PC to run one software product. How do floppies work?
3/ Products were enormously complex to use. It often took weeks to become kind of proficient. Mostly because usage meant learning essentially arbitrary keyboard "chords". MultiMate was famous for *stickers* you'd put on your keys (talk about commitment). (tough to find these!)
"Working Backwards" is a very good book for product leaders to read. It builds on 6 core Amazon principles AND tells the story of 4 key amazon projects. Written by @cbryar (12+) and @BillCarr89 (15+ yrs) of Amazon. 1/ smile.amazon.com/Working-Backwa…
2/ My normal caveat is that I tend to like books that tell the story and tools a company used but don't try too hard to tell you that you should do what they did or "use these tools". I'm hardcore about this because I think context, domain, and people make all the difference.
3/ I've seen far too often business leaders adopt the low-friction/readily adoptable part of such expressed lessons, and then get frustrated things don't work. I've even seen this happen when one part of Microsoft tried to lift parts of what another team did.
2/ From the earliest days the company was uniquely focused on a breadth product line, and only on software. Those were both unique compared to single-product companies or to the vertically integrated likes of IBM captured by this classic video (c. 1981).
3/ As technical assistant I was there to help with product reviews and serve as a form of connective tissue or glue between product groups executing on Bill's vision. In 1993 Microsoft just launched the 'year of Office' and had started the pivot from apps to the suite.
A topic I end up talking about quite a bit is how org structures evolve. In today's "Hardcore Software" I discuss origins of Microsoft's two main cultures--Systems and Apps. "018. Microsoft’s Two Bountiful Gardens" in Hardcore Software on @SubstackInc…rdcoresoftware.learningbyshipping.com/p/018-microsof… 1/
2/ Mike Maples Sr (then head of all World Wide Products) explained the origin of each culture using a folksy story about "two bountiful" gardens at Microsoft. Apps was 58% of revenue but Systems was top of the food chain, so to speak.
3/ Many are familiar with this image of different tech company org charts. It always drove me bonkers because I felt it did little to understand how or why companies are structured like they are and presumes it is just lunacy. Yes, I get it was to be funny.
Climate of 'fear' prevents experts fro questioning the handling of the pandemic. express.co.uk/news/uk/141589… // this is super interesting and not at all obvious for a true pandemic in a democracy. 1/
2/ WHO has studied pandemics and worked tirelessly for decades in many countries. They serve in an advisory capacity with varying degrees of involvement depending on country. Lots of history going way back, smallpox, HIV, flu, ebola, SARS, etc.
3/ In 2008 a few years after SARS they published an updated Outbreak Communication and Planning Guide. apps.who.int/iris/bitstream…
016. Filling the Void Left by IBM …rdcoresoftware.learningbyshipping.com/p/016-filling-… // Over 5000 have signed up. Please join in, it is great fun. Many stories--history & strategy. Microsoft is transitioning to enterprise products and building "Chicago", oh and the internet.
Also, my first exec offsite.
2/ The offsite was the first time I was at a meeting with a bunch of executives from across the company. There were 9 execs out of the 25 or so worldwide at the company at the time. Attending scored us a wonderful acrylic block. Microsoft loved acrylic blocks.
3/3 Our breakout had to come up with an answer to "Filling the Void Left by the Demise of IBM" which was days away from insolvency and will appoint a new CEO the following week. This was the earliest days of Microsoft's transition to selling enterprise as discussed. Weird slide🤣