Building a company on Internet time: lessons from Netscape

Article Abstract:

The Internet has created new demands on start-up companies: How do you grow an organization faster than ever before? This article draws lessons from Netscape, the fastest growing software company in history. Netscape executives did four big things right: they crafted a compelling but pragmatic vision; they made experience a top priority in hiring staff; they built big-company resources while maintaining small-company flexibility; and they successfully leveraged external resources in order to compensate for the company's small size. At the same time, company leaders made mistakes: They overestimated the pace of technological change, they failed to develop systematic strategic processes until it was almost too late, and they often sacrificed long-term value in favor of short-term cash. Despite these failings, Netscape built a successful organization that ultimately delivered $10 billion in value to their shareholders after only four years. (Reprinted by permission of the publisher.)

Prepackaged software, Management, Case studies, Computer software industry, Software industry, Internet, Internet access software, New business enterprises, Startups, Netscape Communications Corp., NSCP, Corporate growth

---

Competing in the age of digital convergence

Article Abstract:

The topic of convergence has been around for decades. Forecasters have long predicted the coming of a digital age, where semiconductors, computing, communications, and other forms of electronics would converge into overlapping industries. This article explores the technological foundations of digital convergence and the managerial requirements for success. It argues that mastering digital convergence does not require a magical new set of technologies. Too many companies have sought, and failed, to master digital convergence with a big technological breakthrough or a grand acquisition. Instead, firms should adopt a strategy that I summarize in the acronym CHESS, which stands for creative combinations, horizontal solutions, externalities and standards, scale and bundling, and new production techniques called system-focused development. (Reprinted by permission of the publisher.)

Analysis, Technology application, Corporations, Technological innovations, Digital electronics, Convergence (Mathematics)

---

Similar abstracts:

• Abstracts: Building a competitive advantage from Ubuntu: Management lessons from South Africa. Upper echelons: Donald Hambrick on executives and strategy
• Abstracts: Adjusting to a strong $: lessons from the European experience. The resource-based theory of competitive advantage: implications for strategy formulation
• Abstracts: The politics of forecasting: managing the truth. Transferring core manufacturing technologies in high-technology firms
• Abstracts: The impact of the regulatory life cycle on corporate political strategy. Corporate grassroots programs in the 1980s

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.