By Charles Arthur
The 1st time that Apple, Google and Microsoft came upon themselves sharing a similar electronic house used to be 1998. They have been notably diversified businesses and they'd accordingly struggle a sequence of pitched battles for keep watch over of other elements of the electronic panorama. they can no longer be aware of of the battles to come back. yet they'd be world-changing.This new version of electronic Wars appears to be like at every one of those battles in flip. available and complete, it analyses the very varied cultures of the 3 businesses and assesses precisely who're the victors on each one entrance. completely up to date to incorporate info at the most up-to-date advancements and emerging rivals Samsung, it additionally comprise a very new bankruptcy on how China moved from being the meeting plant for track avid gamers and smartphones, to changing into the world's largest telephone enterprise.
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Extra info for Digital Wars: Apple, Google, Microsoft and the Battle for the Internet (2nd Edition)
They also believed firmly in hiring only people as smart as, or smarter than, them. This was a tough challenge, though having Stanford University just down the road helped. While many dot-coms around them with millions in venture funding splashed out on expensive shiny top-line servers (often 31 32 Digital Wars from Sun Microsystems), Google frugally built its own, using computer parts bought at rock-bottom prices and running a customized version of the free Linux operating system. Google never countenanced using Windows; the licensing costs alone for the hundreds of servers would have weighed down the company, and the inability to strip out unwanted code to create an optimized system would have made it worse.
Google built quick and dirty, but fast. Edwards, who was its first head of marketing, explains in I’m Feeling Lucky, his memoir of his time at Google, that the focus was simply to get 35 36 Digital Wars products and improvements out of the door that were ‘good 8 enough’. Perfection be damned; the ‘beta’ label – used in desktop software to indicate a buggy, not-quite-ready-but-try-it-out-ifyou’re-brave version – would suffice for whatever new products it produced. Because it was software, it could be rewritten; because it was on the web, it could be updated; because Google controlled the site, it could update it at any time.
It was the collision of art and science. Unfortunately art was on foot and science was driving a truck. ‘I’ll miss working with the incredibly smart and talented people I got to know there,’ Bowman signed off. ’ Google later calculated that the choice generated an extra $200 million in revenue annually. Inside Apple, Bowman would have been at home; the argument over the web border width would have been made on aesthetic grounds (and ultimately probably by Steve Jobs). But Google’s aspiration is about scale: reaching the largest possible number of people as much of the time as possible.
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