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Silicon Valley May Be Insulated from the Jobs Ordinary People Need to Get Done




A long while ago I read somewhere that in his prime Bill Gates deliberately tested Microsoft software on the limited hardware that mainstream customers could afford, rather than on the cutting edge hardware he himself could easily afford. I thought that this gave an important clue to Gates' and Microsoft's success.

Christensen and Raynor (2003) suggest that the successful entrepreneur will think hard about what jobs ordinary people want to get done, but are having difficulty doing.

The passages quoted below suggest that Silicon Valley entrepreneurs are insulated from ordinary life, and so may need to work harder at learning what the real problems are.



(p. B5) Engineers tend to move to the Bay Area because of the opportunity to get together with other engineers and, just maybe, create a great company, Mr. Smith said. But in a region that has the highest concentration of tech workers in the United States, according to the Bureau of Labor Statistics, the bars, restaurants and other haunts of entrepreneurs can be an echo chamber. The result can be a focus on solutions for mundane problems.


. . .


. . . too often, says Jason Pontin, the editor in chief and publisher of MIT Technology Review, . . . start-ups are solving "fake problems that don't actually create any value." Mr. Pontin knows a thing or two about companies that aren't exactly reaching for the stars. From 1996 to 2002, he was the editor of Red Herring, a magazine in San Francisco that chronicled the region's dot-com boom and eventual collapse.



For the full commentary, see:

NICK BILTON. "Disruptions: The Echo Chamber of Silicon Valley." The New York Times (Mon., June 3, 2013): B5.

(Note: ellipses added.)

(Note: the online version of the commentary has the date June 2, 2013.)


The Christensen and Raynor book that I mention above, is:

Christensen, Clayton M., and Michael E. Raynor. The Innovator's Solution: Creating and Sustaining Successful Growth. Boston, MA: Harvard Business School Press, 2003.






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