The copy them all strategy

Teams is particularly effective as a way to prevent a Microsoft customer from even trying Slack. And, in that case, it doesn’t matter how much “love” Slack put into its product: said love was not simply unrequited, but unexperienced.

The Slack Social Network by Ben Thompson

The gap in Amazon’s model

This has always been the gap in the Amazon model. It’s ever more efficient at finding what you already know you want and shipping it to you, but bad at suggesting things you don’t already know about, and terrible whenever a product needs something specific—just try finding children’s shoes by size

—Benedict Evans, in ‘Amazon as experiment

A class I want to attend – on writing, editing, pruning, shining.

…A writing course. Every assignment would be delivered in five versions: A three page version, a one page version, a three paragraph version, a one paragraph version, and a one sentence version.

I don’t care about the topic. I care about the editing. I care about the constant refinement and compression.

—Jason Fried, in ‘The writing class I’d like to teach

Each step requires asking “What’s really important?” That’s the most important question you can ask yourself about anything. The class would really be about answering that very question at each step of the way. Whittling it all down until all that’s left is the point.

An enterprise’s core focus…

It’s tricky to define better. But without a doubt, the heart and soul of a thriving enterprise is the irrational pursuit of becoming irresistible.

Seth’s Blog: Irresistible is rarely easy or rational

I just absolute love this phrase:

the irrational pursuit of becoming irresistible

I also love the word ‘enterprise‘ – it fits equally to a business objectives, as to a personal project, or a community action.

Evolution of global sneaker market

Love this chart!

Loads of S-waves1 – both on a company, and aggregate level – indicating the many innovation cycles that the industry has gone through.

Also interesting to note is how, in most equilibrium states (when one company has come to dominate), the market structure is close to the rule of 3 – each competitor has half the market share of its previous bigger competitor.

Those are just two observations. There’s so much more that I love to recognise every time I see this chart. (Despite the annotations on the top).

Source: “Athletic Footwear Warfare: Surviving in an Oligopoly,” by Samsung Economic Research Institute, in Nike’s multi-billion-dollar empire is built on air  by Quartz

  1. S-waves: Innovation S-curves, when laid together over periods longer than one innovation cycle.