<\/p>\n
It wasn’t easy going though. When Tony first went with the idea of the iPod<\/em><\/span> and the iPhone<\/em><\/span>, some leaders did what they seem to do best- give it a pass. And there were some big names in there. Take a look :<\/p>\n –PHILLIPS<\/em><\/span><\/span>: Gave up on Tony, their VP of strategy and new ventures<\/p>\n –MICROSOFT<\/span><\/em>: Steve Ballmer, worth $41 billion\u2014\u201cThere\u2019s no chance!\u201d<\/p>\n –<\/span>MOTOROLA<\/em><\/span>: <\/span>Padmasree Warrior, CTO\u2014\u201cNothing revolutionary about it . . .\u201d<\/p>\n –<\/span>PALM<\/span><\/em>: <\/span>Ed Colligan, CEO, worth $3.4 billion\u2014\u201c[They] are not going to figure it out.\u201d<\/p>\n –<\/span>NOKIA<\/span><\/em>: <\/span>(market leader with 1 billion customers), Anssi Vanjoki, Chief Strategist\u2014\u201cWith Mac, Apple remained a niche [expect the same] in mobile phones\u201dand switching to Android would be like the Finnish boys who \u201cpee in their pants\u201dfor warmth in the winter.<\/p>\n – <\/span>BLACKBERRY<\/span><\/em>: <\/span>Mike Lazaridis (worth $2 billion)\u2014\u201c[With Apple\u2019s ads] customers are now coming to the store [and leaving with a Blackberry], and so what it\u2019s actually done is increased our sales.\u201d<\/p>\n Why did the market leaders dismiss the potential of such a revolutionary product when you and EVERYBODY else immediately realized the smartphone would be awesome? They were too comfortable and confident in their familiar paths.\u00a0<\/em><\/span><\/p>\n <\/p>\n The paradox of success is such that new ideas look too awkward at first, thereby causing them to be overlooked . And by smart, industry leaders at that. Another brilliant example is that of Enzo Ferrari<\/em><\/span>, founder of the iconic Ferrari<\/span><\/em><\/a> brand. Actually a Ferrari<\/em><\/span> rebuke, caused the launch of what you see today as Lamborghini<\/em><\/span>.\u00a0 Read the story below at Know More<\/em><\/span>:<\/p>\n <\/p>\n Smart people overestimate their level of control. Often the idea thats dismissed becomes the one that topples an empire<\/em><\/span>. Ironically market leaders are at a greater risk of missing out. Enzo Ferrari<\/em><\/span> wasn\u2019t the first market leader to dismiss an innovative idea presented to him. History is littered with instances where a market leader couldn\u2019t see the potential in a rivaling idea. Read on, you sure are to recognise a few of them:-<\/p>\n <\/p>\n –England<\/span><\/em> rejected Thomas Edison<\/em>\u2019s light bulb<\/em><\/span> and said it was \u201cunworthy of the attention of practical or scientific men.\u201d<\/p>\n \u2022 Western Union<\/em><\/span> rejected Alexander Graham Bell\u2019s telephone<\/em><\/span>, saying it was \u201cidiotic. Why would any person want to use this ungainly and impractical device?\u201d<\/p>\n \u2022 The Kansas City Star<\/em><\/span> fired Walt Disney<\/em><\/span>, saying he \u201clacked imagination and had no good ideas\u201d<\/p>\n \u2022 Kodak<\/span> <\/em>invented digital photography<\/em><\/span> in 1975 but didn\u2019t adapt and went bankrupt<\/p>\n \u2022 HP<\/em> <\/span>rejected Steve Wozniak<\/em><\/span>\u2019s computer ideas three times<\/p>\n \u2022 Atari<\/span><\/em> could have owned 33% of Apple<\/em><\/span> for $50,000<\/p>\n \u2022 EDS<\/span><\/em> could have bought Microsoft<\/em> <\/span>($60 million)<\/p>\n \u2022 Excite<\/em><\/span> could have bought Google<\/em><\/span> ($1 million)<\/p>\n \u2022 Myspace<\/span><\/em> could have owned Facebook<\/em><\/span> ($75 million)<\/p>\n \u2022 Yahoo<\/em><\/span> could have owned Facebook<\/em><\/span> ($1 billion)<\/p>\n \u2022 Britannica<\/em> <\/span>could have been Encarta<\/em><\/span>, but they rejected Bill Gates<\/em><\/span><\/p>\n \u2022 Encarta<\/span><\/em> could have been Wikipedia<\/em><\/span><\/p>\n \u2022 Blockbuster<\/em><\/span> had three chances to buy Netflix<\/em><\/span> ($50 million)<\/p>\n \u2022 You and I could have been a lot wealthier if we put all our money into Amazon<\/span><\/em><\/p>\n <\/p>\n Almost every tale of disruption involves smart people dismissing a subtle new idea<\/em><\/span>!\u00a0 Successful companies often fail to see the potential of\u00a0 new ideas outside their wheelhouse.<\/p>\n <\/p>\n With the internet establishing its footprint in the 80’s, Jack Smith<\/em><\/span> and Sabeer Bhatia<\/span><\/em> set out to pitch investors on the concept of Hotmail<\/em><\/span>. Imagine: a service where anyone in the world could get their own email address, absolutely free! It was a relatively simple business model, which could be funded by advertising. This didn\u2019t seem as complicated as you might think, but investors hated it. Smith and Bhatia\u2019s idea was rejected 100 times. Eventually, the private equity firm Draper<\/span> Fisher Jurvetson<\/span><\/em><\/a> cut them a check for $300,000. A year and a half after their launch, Hotmail was sold to Microsoft for $400 million. Not a bad return<\/em><\/span>.<\/p>\n <\/p>\n Sum summarum, being open to new thinking, new possibilities<\/em><\/span><\/a> is the best default mode. But, we are more dependent on past decisions than we would like to think(or accept).<\/p>\n","protected":false},"excerpt":{"rendered":" Tony Hadell had a knack for building things right from the time he was four. His grandfather would ask him to fix and build things and he would take to it like a fish to water. Little wonder that he went onto build the iPod, the iPhone and Nest. He is now the CEO … Continue reading “Leaders, Big Ideas and their ” we shall let this pass ” mindset !”<\/span><\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-1376","post","type-post","status-publish","format-standard","hentry","category-uncategorized"],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/www.sureshdinakaran.com\/blog\/wp-json\/wp\/v2\/posts\/1376","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.sureshdinakaran.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.sureshdinakaran.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.sureshdinakaran.com\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.sureshdinakaran.com\/blog\/wp-json\/wp\/v2\/comments?post=1376"}],"version-history":[{"count":1,"href":"https:\/\/www.sureshdinakaran.com\/blog\/wp-json\/wp\/v2\/posts\/1376\/revisions"}],"predecessor-version":[{"id":1378,"href":"https:\/\/www.sureshdinakaran.com\/blog\/wp-json\/wp\/v2\/posts\/1376\/revisions\/1378"}],"wp:attachment":[{"href":"https:\/\/www.sureshdinakaran.com\/blog\/wp-json\/wp\/v2\/media?parent=1376"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.sureshdinakaran.com\/blog\/wp-json\/wp\/v2\/categories?post=1376"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.sureshdinakaran.com\/blog\/wp-json\/wp\/v2\/tags?post=1376"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}![\"\"](\"https:\/\/www.sureshdinakaran.com\/blog\/wp-content\/uploads\/2024\/02\/LAMBORGHINI.jpeg\")
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