I had so often heard of this hidden secret of Silicon Valley that when I read about a book written about him, I had to buy and read it immediately. Which I did. And what about the authors: first and foremost, Eric Schmidt, the former CEO of Google…

I had mentioned Campbell 3 times here:

– first in 2014, in Horowitz’ The Hard Thing About Hard Things: there is no recipe but courage. This is there I had Campbell picture just between Steve Jobs and Andy grove.

– then in 2015, in Google in the (Null)Plex – Part 3: a culture. This piece is also mentioned in the new book: Google decide management was not needed any more and neither Schmidt, nor Campbell liked it. Here is how it was solved: “The newly arrived Schmidt and the company’s unofficial executive coach, Bill Campbell, weren’t happy with the idea, either. Campbell would go back and forth with Page on the issue. “People don’t want to be managed,” Page would insist, and Campbell would say, “Yes, they do want to be managed.” One night Campbell stopped the verbal Ping-Pong and said, “Okay, let’s start calling people in and ask them.” It was about 8 P.M., and there were still plenty of engineers in the offices, pecking away at God knows what. One by one, Campbell and Page summoned them in, and one by one Page asked them, “Do you want to be managed?” As Campbell would later recall, “Everyone said yeah.” Page wanted to know why. They told him they wanted somebody to learn from. When they disagreed with colleagues and discussions reached an impasse, they needed someone who could break the ties.”

– finally last year, in Business Lessons by Kleiner Perkins (Part II): Bill Campbell by John Doerr.

Not bad references! I am not finished with the Coach. I have never been a fan of coaching and I am probably wrong. Let me just begin. “I’ve come to believe that coaching might be even more essential than mentoring to our careers and our teams. Whereas mentors dole out words of wisdom, coaches roll up their sleeves and get their hands dirty. They don’t just believe in our potential; they get in the arena to help us realize our potential. They hold up a mirror so we can see our blind spots and they hold us accountable for working through our sore spots. They take responsibility for making us better without taking credit for our accomplishments. And I can’t think of a better role model for a coach than Bill Campbell”. [Page xiv]

On the next page, Schmidt explains he may have missed on important point in his previous book (How Google Works) where he emphasized the importance of brilliant individuals, the smart creatives. And this may be the higher importance of teams, as described in Google’s Project Aristotle. I just give a link form the New York Times about this: What Google Learned From Its Quest to Build the Perfect Team. New research reveals surprising truths about why some work groups thrive and others falter.

The first two chapters are devoted to the life of this extraordinary character. A tireless worker, who started as an American football college coach to become the CEO of high-tech companies such as Claris or Intuit before becoming the Silicon Valley star coach. All told on the occasion of his funerals in 2016. If you do not want to wait for my next blog and not buy the book you may want to read the slideshare from the authors, but first you should read his manifesto, it’s the people.

Following my previous post about Dogfight and the Apple vs. Google war in the mobile world, here is an excerpt I found interesting. You can also find it on Wired: Apple vs Google: Did Apple Learn Anything From Its War With Microsoft?

The reason why this is interesting is that it reminds me an old book I read in my Index years. The Gorilla Game by the famous Geoffrey Moore. Moore explains why in high-tech high-growth markets, there is usually space for only one major player. Apple and Google in the mobile world might be a historical aberration. Read why below…

“Jobs said he never saw the similarity between his fight with Android and his fight with Bill Gates and Microsoft in the 1980s. But just about everyone else inside and out of Apple did. Android and iPhone were in a platform war, and platform wars tend to be winner-take-all contests. The winner ends up with more than 75 percent of the market share and profits — and the loser ends up scrambling to stay in business.

In the Microsoft/Apple fight, Microsoft won by more widely distributing its software, which created a bigger selection of applications to buy, which attracted more customers. Once customers had spent hundreds of dollars on applications that ran on only one platform, it was much harder to get them to switch. Ultimately, everyone started using computers running Microsoft DOS and then Windows because everyone else was doing it. This wasn’t lemming-like behavior, but completely rational. Computers were only useful if work performed on one machine could be used on another machine.

This was almost precisely the Android strategy. In 2010, the Android ecosystem was still far from robust. The Android app store was badly organized, and developers had a tough time making money there. Apple’s three-year head start had allowed it to sell nearly 60 million iPhones, create a store with more than 200,000 applications, and establish a developer ecosystem that had been paid more than $1 billion over two years. But because any phone manufacturer could make an Android phone, the size of the Android platform was exploding. By the end of 2010, it was as big as the iPhone’s. And it seemed like only a matter of time before Google fixed the problems with its app store.

More worrisome to Apple was that Rubin could succeed without having to convince many iPhone customers to switch. The number of people worldwide switching from cell phones to smartphones in the coming years was going to be so enormous that he just needed to focus on that group — not necessarily on iPhone customers — to get a dominant smartphone market share. It seemed unfathomable that Jobs would lose two battles the same way a generation apart. But with so many similarities between the two dogfights, it was hard not to think about it.

There have always been good reasons to believe that the Apple/Google fight might not play out like Apple versus Microsoft: Developers seem more capable of writing software for two platforms than they were in the 1980s. The platform-switching costs are much smaller, too. Back then, PCs cost more than $3,000 and each software title cost more than $50. Now the costs are less than a tenth of those. A new phone with a carrier subsidy costs $200, and each app costs less than $3 and is often free. Also, third parties — the carriers — continue to have a vested interest in making sure consumers have as many ways to connect to their network, and pay them money, as possible.

But what Google and Apple executives have always understood is that if the battle turns out that way — if somehow their mobile platforms can harmoniously coexist — it will be a historical aberration. Because of the press coverage surrounding the Microsoft antitrust trial 14 years ago, a huge amount of analysis has been devoted to how Microsoft built its Windows monopoly in the PC business: If you get enough people using your technology platform, eventually it creates a vortex that forces almost everyone to use it. But these economic forces have not been unique to Microsoft. Every major technology company since then has tried to create the same kind of vortex for its business.

It was how Jobs had dominated the music-player business with the iPod. It was also how Google in 2004 started to embarrass and challenge Microsoft for dominance in high tech and pushed Yahoo! to the brink of implosion. Google’s top-quality search secured the most search traffic. That gave it the best data about user interests. That data made its search advertisements appearing alongside the search results the most effective. That virtuous circle encouraged more search traffic, more data, and even better search ads. No matter how much Microsoft and Yahoo! tried to attract traffic with lower ad rates and improved search results, Google was always able to offer a better deal.

eBay did the same thing to the roughly two dozen other online auction companies, such as OnSale and uBid. By allowing buyers and sellers to easily communicate and rate one another, it built a self-policing community. That fueled a rapid growth in bidders. The more bidders eBay acquired, the more reliable its prices became. The more reliable eBay’s prices became, the more new bidders wanted to use it. The more bidders wanted to use eBay, the less they wanted to use competitors’ sites. Facebook’s social media platform is the most recent example of the power of platform economics. Its superior technology allowed it to offer users better features than competitor MySpace. Better features made Facebook more useful. The more useful it was, the more data users shared. The more data users shared, the more features Facebook could offer. Soon people were joining Facebook just because everyone else was joining Facebook.

As the mobile platform wars go forward, Google’s and Apple’s ecosystems might be able to coexist long term and generate big profits and innovation for both companies. But given recent history, they will have to fight it out as if it won’t happen that way. “It’s like the battle for the monopolies that the cable guys and the phone guys got 30 to 40 years ago,” said Jon Rubinstein, the longtime top Apple executive and former CEO of Palm. “This is the next generation of it all. Everyone — Apple, Google, Amazon, and Microsoft — is trying to build their walled garden and control access to content and all that. It’s a really big deal.” And it’s not the kind of thing Apple or Google can afford to be wrong about.” [Pages 142-145]

While reading Dogfight: How Apple and Google Went to War and Started a Revolution in the public transportation, this morning, I just took a short pause and looked at the two young people in front of me. They were both using their iPhone and I thought about the revolution which occurred in less than 10 years. Not many ebooks yet, no more newspapers and a few older guys like me still reading books. But most were using their smart phone…

Dogfight describes the behind-the-scene history of a giant battle (I am not sure it is a war) between Google’s Android and Apple’s iPhone. No need to give a complete a account, but just a few points. For example Fred Vogelstein writes (page 13): “One of the things that I didn’t expect when I took on this project was how hard it is to conceive and build the products that Steve Jobs liked to casually pull out of his pocket onstage. Whether you are an Apple engineer, a Google engineer, or any engineer, building products that change the world isn’t just work. It’s a quest. It leaves its participants not only tired the way all jobs sometimes do but mentally and physically exhausted – even traumatized – at the end. Part of Jobs appeal as a leader and a celebrity was that he successfully hid all this from public view. He made innovation look easy. […] Before there could be smartphones and tablets we all now buy and take for granted, there was yelling, screaming, backstabbing, dejection, panic, and fear over what it would take to get these projects off the ground.”

And Vogelstein shows also the dirty politics and huge internal fights such as the one between Tony Fadell and Scott Forstall.

On the shoulders of giants…

The politics also exist at Google and there was similar tension between the iPhone team led by Vic Gundotra and the Android team led by Andy Rubin. The fight was really at its highest between Apple and Google, between Jobs and the triumvirat Schmidt, Page & Brin.

Andy Rubin, head of Android, Vic Gundotra, head of social, Sundar Pichai, head of Chrome in 2011.

It seems Google was embarrased by Jobs’ attitude (page 102): “They believe that there are very few firsts in Silicon Valley – that all innovation are built on the shoulders of others […] One piece of evidence the Googlers used to make their point in their negotiations with Jobs was a 1992 video of James Gosling, a famous Sun Microsystems engineer and inventor of the Java programming language, showing off the Star7. This crude-looking handheld device had a 200KB radio; a four-inch, LCD, color TV screen; and speakers from a Nintendo Game Boy. Even then, before anyone but the richest executives had a mobile phone or had seen a Newton handheld, Gosling was showing off a machine not only with a touchscreen but with inertial scrolling. The harder you flicked the screen, the faster it scrolled through items.”

… Jobs and God

Most Silicon Valley people were (and still are) fascinated by Jobs. Vic Gundotra belongs to that group (page 98): “One Sunday morning, January 6th, 2008 I was attending religious services when my cell phone vibrated. As discreetly as possible, I checked the phone and noticed that my phone said “Caller ID unknown”. I choose to ignore. After services, as I was walking to my car with my family, I checked my cell phone messages. The message left was from Steve Jobs. “Vic, can you call me at home? I have something urgent to discuss” it said. Before I even reached my car, I called Steve Jobs back. I was responsible for all mobile applications at Google, and in that role, had regular dealings with Steve. It was one of the perks of the job. “Hey Steve – this is Vic”, I said. “I’m sorry I didn’t answer your call earlier. I was in religious services, and the caller ID said unknown, so I didn’t pick up”. Steve laughed. He said, “Vic, unless the Caller ID said ‘GOD’, you should never pick up during services”. I laughed nervously. After all, while it was customary for Steve to call during the week upset about something, it was unusual for him to call me on Sunday and ask me to call his home. I wondered what was so important? “So Vic, we have an urgent issue, one that I need addressed right away. I’ve already assigned someone from my team to help you, and I hope you can fix this tomorrow” said Steve. “I’ve been looking at the Google logo on the iPhone and I’m not happy with the icon. The second O in Google doesn’t have the right yellow gradient. It’s just wrong and I’m going to have Greg fix it tomorrow. Is that okay with you?” Of course this was okay with me. A few minutes later on that Sunday I received an email from Steve with the subject “Icon Ambulance”. The email directed me to work with Greg Christie to fix the icon. Since I was 11 years old and fell in love with an Apple II, I have dozens of stories to tell about Apple products. They have been a part of my life for decades. Even when I worked for 15 years for Bill Gates at Microsoft, I had a huge admiration for Steve and what Apple had produced. But in the end, when I think about leadership, passion and attention to detail, I think back to the call I received from Steve Jobs on a Sunday morning in January. It was a lesson I’ll never forget. CEOs should care about details. Even shades of yellow. On a Sunday. To one of the greatest leaders I’ve ever met, my prayers and hopes are with you Steve.”

More to come maybe when I am finished with Dogfight…