People To Work Too Hard

By Lucia Lepe

The bubble symbolizes that the financial markets finally understood the tornado phenomenon and decided to price it into the futures of the stock market, which we later called dot s (internet trading companies). Internet) and a few years later came the dot.bombs (companies that failed in the Internet business

• Language: English
• Publisher: Lucia Lepe
• Release date: May 15, 2024
• ISBN: 9798869380869

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People To Work Too Hard

People To Work Too Hard

Copyright © 2023 by Lucia Lepe

All rights reserved

TABLE OF CONTENTS

AUTHOR'S WORDS

CHAPTER 1 : ABILITY TO SELF-MANAGE

CHAPTER 2 : CURRENTLY IN KOREAN SOCIETY

CHAPTER 3 : TRAIN YOUR MIND

CHAPTER 4 : WHICH INVESTORS DO YOU ADMIRE AND LEARN FROM?

AUTHOR'S WORDS

After twenty-five years working in the computer industry, I have seen the industry grow from a small part of the economy to over a trillion dollars in revenue and seep into every corner of life. . How has this industry changed so much in just a short period of time?

The answer lies in a growing market phenomenon that this book calls a tornado. The term refers to a brief period of hypergrowth when the market grows at triple-digit rates and new product categories proliferate extremely rapidly. Why this happens, how this happens, and what companies must do to participate in this phenomenon are the subject of this book.

The first edition of this book was written in the middle of the last decade: a time when the whirlwind of mainframes, minicomputers, PCs, LANs, laser printers, and relational databases appeared and disappeared, when The whirlwind of Windows, ink-jet printers, and client-servers was fully here, and the whirlwind of mobile phones and the Internet was just beginning to emerge. At that moment the world just seemed like one big tornado path. And then only bubbles remain.

The bubble symbolizes that the financial markets finally understood the tornado phenomenon and decided to price it into the futures of the stock market, which we later called dot s (internet trading companies). Internet) and a few years later came the dot.bombs (companies that failed in the Internet business). This disillusionment resulted from the bursting of a bubble that had not yet completely dissipated at the time of this writing, and in turn made people wonder whether the tornado phenomenon was not a trend. temporary or not. I assure you that there is nothing more real than this phenomenon.

As you will see in this book, the cyclone phase of market development is closely anchored in the reliable dynamics of the Technology Adoption Life Cycle. It can specifically track the behavior of real decision makers when faced with a high-risk purchasing decision. The essence of this behavior is to expect their utilitarian peers to lead the way in deciding whether or not to commit: they will follow whatever their peers do.

This collective decision-making style produces two contradictory results. At the beginning of the life cycle, when very few people adopt the technology, the entire pragmatist community feels hesitant, and creates a market development phenomenon that I call is chasm (abyss). Crossing the Chasm is my first book describing how suppliers find their way out of this calm. Conversely, once enough customers have adopted the technology, the balance shifts to the other side, and now the collective effect works in the opposite direction. This creates the tornado, and thus Inside the Tornado finds itself a companion to its predecessors.

The market dynamics described in both books are still presented as they were presented a decade ago. At the time of writing this book, we see abyss in network services, in the replacement of RFID for barcodes, genetics, fuel cells while the whirlwind is happening in the field of photography digital technology, digital music and video streaming, mobile computing, open source software and Internet security. So it's our job in the tech industry to continue to hone our skills in solving both of these problems.

There are definitely some things that have really changed and two is a specific number. One is that competitors are increasingly aware of the existence of vortexes and they are taking it into account in their strategic thinking. Customers are also more sensitive to the power that market leaders can have by commanding a whirlwind and are now less naive about trying to consolidate that power. As a result, marketing managers must come up with new innovations to take advantage of this rare opportunity.

Another change that differentiates the current marketing whirlwind from the marketing whirlwind of the past decade is the accumulation of technological infrastructure that past whirlwinds helped spread across the planet. Each new piece of infrastructure must provide for the acquisition of assets in place: opportunities for greenfield development are increasingly scarce. This means that market leaders who missed opportunities in previous periods must now be given new opportunities. They retain their place in the market which adds complexity to the downstream establishment and deepens the vulnerability of a blitzkrieg from a local competitor.

In short, high-tech marketing, like anything else on the planet, is shaped by evolving forces. Your demands haven't changed: Innovate or Die (or to put it more gently, innovate or endure the commoditization that eliminates work correlations while still forcing you with generally higher market standards). The good news is that the models in this book are intended to make clear that the opportunities for innovation created by the technology adoption life cycle are clearly limitless. You won't fail because you lack an important position, but to be able to achieve it safely is a real challenge and to succeed is an even bigger challenge.

Good luck!

GEOFFREY MOORE

Thank you

This book is an effort to gather knowledge from four years of consulting work since Crossing the Chasm was published. Sources of knowledge include a small amount of published material that I have not saved or footnoted, and many valuable industry newsletters by Dick Shaffer, Jeff Tarter and Seymour Merrin with Computerworld and PC Week has been keeping me up to date with news about the industry in general.

But most of the knowledge I gain comes from my colleagues and customers. On the colleague side, my collaborators Paul Wiefels, Tom Kippola and Mark Cavender all contributed greatly to this work at every stage, sharing ideas, commenting on concepts, providing examples. , and generally showed me the way when I got lost. With all their efforts, if I still get lost, it's not because of their lack of effort.

I also want to thank my colleagues on the other side of the globe, in the Republic of South Africa, who have applied the Chasm Group methodology to the country's emerging technology industry. They are: Adriaan Joubert, Renier Balt, Herman Malan and Johan Visagie.

Along with these associates are informal colleagues, many of whom are consultants who have taken time from their businesses to comment on and develop the arguments of this book. They included my daughter Margaret Moore at Regis McKenna Inc., Paul Johnson, a financial analyst at Robertson Stephens, Tom Kucharvy of Summit Partners, Charles Dilisio of KPMG Peat Marwick, Tom Byers, now a brash professor at Stanford, Andy Salisbury, independent consultant, Tony Morris with his own firm and Ann Badillo, Bruce Silver, Phillip Lay, Brett Bullington and David Dunn-Rankin. The other support group included former colleagues at Regis McKenne Inc. are Greg Ruff, Page Alloo, Glenn Helton, Rosemary Remacle, Karen Lippe, and Doug Molitor. We have all proven that it is impossible to work for anyone but ourselves – this should not surprise anyone at RMI. And a third came from public relations colleagues including Sabrina Horn, Maureen Blanc, Simone Otus and Pam Alexander.

I also received overwhelming support from the venture capital community including the firms of Accel Partners, The Charles River Group, Atlas Partners, St. Paul Venture Capital, The Mayfield Fund and Institutional Venture Partners. I owe a special debt to Institutional Venture Partners for cultivating the Abyss Team in their offices for over a year, and I would like to extend my sincere thanks to Reid Dennis, Pete Thomas, and Norm Fogelsong for their contributions. their dedicated attention.

Participating in corporate boards has also taught me many lessons, and I especially want to thank Carl Herrmannvaf Walt Pounds of Solbourne, Tom Quinn of Gyration and Richard Furse of PC Upgrades.

And this is my thank you to my customers. While colleagues advised and friends supported me, customers taught me. I have had the privilege of working with nearly a hundred different client groups over the past four years who have brought to our relationship not only a lot of problems but also the understanding to solve them. that problem. Among these people were the Hewlett-Packard men, too numerous to name individually, who had a special influence on this book and hold a special place in my heart. . I just want to thank Bonnie Paradies and Darleen Bevin for helping form this comprehensive relationship. This is a wonderful reward for me and I really appreciate it.

Individuals who are not customers are also so numerous that there is no doubt that I may not be able to recognize worthy ones. Among those who immediately come to mind, I want to give special thanks to Steve Jobs of NeXT Inc., Scott Silk of Unisys, Jeff Miller and Rob Reid of Documentum, Dave and Al Duffield of PeopleSoft, Bernard Hulme of SCO, Dominic Orr of Bay Network, Peter Strub of AT&T, Gerry Greeve of Intel, Mark Hoffman and Bob Epstein of Sybase, Richard Probst and Stew Plock of Sun, Franki D'Hoore and Evert Polak of ASM Lithography, Dan Metzget of Lawson Software, Pat Maley of Client Systems, Heather McKenzie of Crystal Services, Rob Reis of Savi, and Al Miksch of Tektronix.

To these people and to those whose names I forgot to mention but meant to mention, I would like to thank you for the challenges, insights, and friendships you have given me.

And finally, there are those who supported the author in the middle of his writing journey. They are Jim Levine, my literary agent, and Kristen Sandberg, my editor. At the Abyss Group, this job was assigned to one of the brightest collaborators that everyone could hope to have, Angelynn, Hanley. And many other places…

Another is Marie, who continues to make my life an adventure after many years of marriage. Marie was the one who made everything make sense until the very end, and saw the world through her eyes and told me about it every day. Sharing this work with Marie are our three lovely children, Margaret, Michael, and Anna. I have truly been blessed and rejoiced in it.

Introduction

When writing a book I often save the introduction for last, thinking that once you can see where you've been, it'll be easier to tell people where you're going. But to write a second introduction four years after the first publication – this is a special treat. So I will gather and respond to feedback from many people, all so I don't have to write another book! This is really a great time saver.

The feedback on Inside the Tornado is really worth reading. The high-tech industry, especially in the United States, has captured every key concept of the industry and turned it into a common core metaphor for assessing the maturity of emerging markets and the state of the industry. suppliers in those markets. The abyss team created the foundation for this book in its initial release and increased the number of partners from three to six, and today we are still in the process of adding more affiliates. That reality has gradually become more international with the book being translated into Chinese, Japanese, Korean, French, German and Portuguese, with a customer base on six continents and branches scattered across three continents. . This book is also considered the standard textbook at Stanford, Harvard, MIT, Northwestern and other business and engineering schools, so that a new generation of entrepreneurs appears in the market well versed in its ideas. my thoughts. It's hard for me to imagine an author asking for anything more, and I'm grateful for this feedback.

Having said that, feedback won't be very effective if it doesn't point out opportunities for improvement. It is clear that every model in this book has undergone some degree of transformation over the past four years, as the pressures of real-world consulting engagements have exposed contradictions and errors. During this time, my colleagues and I were able to include this knowledge in updates to our PowerPoint slide library. This knowledge has not yet gone beyond its limits, although it certainly will eventually happen, to some extent I will reiterate this in a revised edition and test the foundation of this industry again.

However, there has been a great wave of change in the form of the Internet and the emergence of e-commerce needs to be mentioned at this time. But before I do that I must warn: in order to apply the ideas in this book to the Internet market, I will assume that you are familiar with that market! Unless you are a discerning person, this may seem a bit presumptuous. So, unless you are reading this book for the second time, let me first welcome you, and second say thank you for purchasing this book and taking the time to read it; and thirdly, I recommend that you immediately close this page and read Chapter 1. Then, at the end of the book, if you still want to learn more, go back and complete the reading here. Think of the introduction as a final greeting.

[Interrupting, while first-time readers meticulously study the rest of the book, other readers move immediately to the next paragraph.]

You here. Welcome back. OK, now that we're all on the same page, let's focus on the real key question: according to the table of contents, throughout the entire manuscript of Inside the Tornado, the Internet is mentioned exactly three times. How could I have missed what was expected to be the biggest tornado of all time? All I can say is that it is a wonderful gift.

But I argued that the manuscript submission deadline was June 1995, a full six months before Netscape released Navigator 1.0. At that time, there was no doubt that the Internet would be the next big thing, but I had no idea how fast and comprehensive the Internet would be.

As I write this, it is almost the end of 1998, and there is not a single sector of the American economy that cannot be reached via the Internet. On the other hand, around the world, the pace of adoption has been substantially slower, due to the gradual deregulation of the telecommunications industry. However, to be able to put everything into vocabulary in this book, we had to witness a series of cyclones around the world, and I