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It makes you wonder how startups manage to even survive, much less grow to become Apples, Microsofts & Googles, once such "mangers" come into the picture.
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What really sent him over the edge, as far as I can tell, was when I related my response to a member of the Harvard faculty who asked me what it was like to watch venture capitalists and professional managers run ArsDigita (I replied "like watching a group of nursery school children who've stolen a Boeing 747 and are now flipping all the switches trying to get it to take off").
Pretty much a version of "The wolf & the mastiff" as the author himself puts it -
"If doing a startup is like rolling a boulder up a hill, then working at Goldman Sachs is like rolling it down the hill: you just have to stay out of the way of the boulder"
Pretty interesting way to analyse the fit of an innovation with a company's business model. The method goes beyond the basic core competency compatibility and looks at other parameters like geography, customers, channel & product\service. The author also
Never underestimate the importance of actually meeting & talking to your customers.
Interesting take on Yahoo, and where technology startups should focus on. Also, big money distracts.
A dozen things listed by Scoble ranging from picking the wrong technology to having priorities messed up.
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