> It’s trivially easy to find counterexamples of companies failing because their software products were inferior to newcomers who delivered good results, fast development, and more stable experience.
Is it? What I've seen is the opposite.
Businesses can be terrible top to bottom, slow, inefficient, and painful for customers, and still keep going for years and years. It's more about income/funding than product.
> I think the author may have been swept up in big, slow companies that have so much money that they can afford to . . .
That's what I'm talking about. They are legion! They could be companies that serve a niche that no one else does or with prohibitive switching costs (training is expensive). They could also be companies that somehow got enough market share that "no one gets fired for buying IBM."
Also, you know what those "big, slow companies" have in common? They are successful businesses. Unlike most startups.
Is it? What I've seen is the opposite.
Businesses can be terrible top to bottom, slow, inefficient, and painful for customers, and still keep going for years and years. It's more about income/funding than product.
> I think the author may have been swept up in big, slow companies that have so much money that they can afford to . . .
That's what I'm talking about. They are legion! They could be companies that serve a niche that no one else does or with prohibitive switching costs (training is expensive). They could also be companies that somehow got enough market share that "no one gets fired for buying IBM."
Also, you know what those "big, slow companies" have in common? They are successful businesses. Unlike most startups.