When you step back and look at the phone in the context of the network business model as well as the shifts in consumer jobs to be done you realize the potential is far greater than taking share from incumbents. The iPhone is not divided into a portfolio of different phones, but it’s a part of a portfolio of new mobile computing products. It just happens to be the only one which still depends on... the cellular operator distribution network. Seen as part of a new mobile computing paradigm and following the trajectory of the mainframe, mini-computer, PC and laptop, the iPhone is an essential, non-superfluous device for a vast population of new users. Seen as an integrated app ecosystem with strong network effects, it’s not easily copied. Responses that only account for it as a glass and metal object of desire will fall way short of being competitive. As the hardware was always available to competitors, it’s not a revolution in hardware or even in user experience. Most importantly, seen as a computing alternative merged with a communication appliance, it and its siblings are not premium products. The pricing and service structure around it make it seem a low cost alternative for solving the jobs it’s hired to do. In other words, it is as disruptive as it gets.
An outspoken critic of online education, I did that with the Kenan-Flagler new online M.B.A. program. And I’m now convinced that what Apple’s Mac did for the personal computer, the “MBA@UNC” is about to do for higher education.
Another example is Mountain Lion’s implementation of the “sharing” protocols used in iOS. Those techniques were developed because it was otherwise frigging complicated for phone users to grab a photo and send it to Facebook or Twitter. It’s not as complicated to do it on a laptop — but you can do it a bit quicker. Even more important, you are doing it mobile-style — the 21st century paradigm built for brainy cars, not wheezing trucks.
At 42Floors, I know that we will be selling our shares at a high price. But I tell every investor that valuation is no where near my top concern. And I mean it. This is not an EBay auction where top price wins. We're looking for long-term partners and the cap table math shows that the marginal difference between this cap and that cap doesn't really matter in comparison to how big we build our... company. We want to build a billion-dollar company. There are very, very few people who have done that before. And to get them on board, they need to offer an equity stake that reflects their financial and emotional buy-in as an owner.
This intensity encouraged a binary view of the world. Colleagues referred to the hero/shithead dichotomy. You were either one or the other, sometimes on the same day. The same was true of products, ideas, even food: Something was either “the best thing ever,” or it was shitty, brain-dead, inedible. As a result, any perceived flaw could set off a rant. The finish on a piece of metal, the curve of... the head of a screw, the shade of blue on a box, the intuitiveness of a navigation screen—he would declare them to “completely suck” until that moment when he suddenly pronounced them “absolutely perfect.” He thought of himself as an artist, which he was, and he indulged in the temperament of one.
10Xers then bring this idea to life by a triad of core behaviors: fanatic discipline, empirical creativity, and productive paranoia. Animating these three core behaviors is a central motivating force, Level 5 ambition. (See diagram “10X Leadership.”) These behavioral traits, which we introduce in the remainder of this chapter, correlate with achieving 10X results in chaotic and uncertain... environments. Fanatic discipline keeps 10X enterprises on track, empirical creativity keeps them vibrant, productive paranoia keeps them alive, and Level 5 ambition provides inspired motivation.