Word: dotcomism
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...turns out that ultra-powerful turbine behind our full-fledged recovery isn't some government works project or a tariff or even a job training program. Rather, it's a young company that does one thing: Searches the Web. How could that be? Haven't we learned our dotcom lesson? Aren't we too smart to fall victim once again to the breathless enthusiasm that seems to blow from the west like the Santa Anna winds...
...whether Google's IPO can on its own spark innovation or even inflate another bubble, anything is possible - that's probably the biggest moral of the dotcom story. But things have changed in the short period since the downturn. For one thing, companies are now accounting for stock options as expenses. Consequently, more and more corporations are abandoning a method of compensation that effectively let talented workers place big bets with their careers. Without stock options, we might not see the same level of frenzied startup activity prevalent during the late 1990s. The other big difference is that many...
...order of how often they were linked to--and to return search results in that order. The two were so certain of their idea's merits that they quit school to start a company. Their business naivete was a plus, helping them avoid many common mistakes of the dotcom age. For instance, the site went live before Page and Brin had thought to hire a webmaster. So while search giants like Yahoo were filling their home pages with news headlines, stock quotes and sports scores, Google had nothing but a search box and logo. "Other companies would boast about...
...Whitman, 47, is not just the genial host at this giant party, picking up a fee for each listing and a small percentage of each sale. She's also the quiet giant of the Internet world, one of a mere handful of Silicon Valley CEOs who survived the dotcom bubble with her reputation unscathed. A business veteran, she cut her teeth in the top echelons of Disney, Hasbro and Procter & Gamble, resurrecting failing brands like Keds shoes and FTD florists. When she was offered her current job in 1998, Whitman was highly skeptical. Why leave everything she had built...
...uses British Petroleum as a prime example: CEO John Browne turned the oil giant around by challenging frontline managers to solve existing problems and giving them time and consultants to create solutions. On the opposite side, Gardner says, John Chambers of Cisco Systems couldn't convince investors that the dotcom boom was the "second industrial revolution" because he didn't keep tabs on business-cycle research. He also didn't acknowledge investor resistance to mind change, the strength of traditional business models. Critically, the book outlines ways to change the most important mind: your...