Each industry is proud of a strong leader, and software leaders must cope with extreme uncertainty.
What is the significant feature of successful software leaders? The following is the conclusion that McKinsey is investigated.
Feature 1: Dare to imagine
They are technically open-minded technologies developed in uncertainty.
Software leaders must live in the edge of the razor.
1987, when driving along Frankfurt to Waldorf, when I went home from an IBM agent, SAP's founder Pilatna, Hop and Teira decided to solve them the best-selling SAP R / 2 business Solution software creates a new version. The new R / 3 will use a much more plasticity.
What should the new product be run on? At that time, many universities have just started using UNIX, which is a new operating system that allows networks to build a network between different manufacturers, making it possible to create a new system structure: Customer / Server model. Although there are these advantages, it is quite unstable and does not meet the performance of the company's solution application. Therefore, although it provides a number of professional advantages that exceeds large computers, many practitioners believe that it will never replace the largest machine at that time.
But Pratte does not agree. He advocated the new R / 3 system using UNIX, which pointed out a direction that looks highly speculative and adventure at the time.
He immediately fell into the resistance in his company. But he believed his vision - so use him as a major shareholder's influence and got the consent of the board of directors. 4 years later, in 1991, SAP launched R / 3 to the world, installed in a small HP UNIX workstation. People were shocked. "It is almost ridiculous," Prattna recalls, "they are saying: 'This small machine, with some memory - is great SAP?'", "But this small machine is the SAP market leading The status laid the foundation. Unix-based R / 3 open SAP to large groups of Windows PC users, with a "beautiful front end 'blows" green display disputes ", just Richardson-Boston's Higher Manufacturing Research Company A Advisory Office Described. In addition, Unix-based R / 3 is better than that of the larger-based R / 2.
R / 3 has become a fate product in the global EPR market. From 1992 to 1998, in the United States, SAP revenue rose from $ 45 million to $ 2 billion.
It is the insight into Prattna in-depth technology and his foresee of the future development, making this idea possible, and also explains that software leaders must live in the edge of the razor.
The software has produced many other fantasists, and they changed this industry worldwide, from the Kumi (he believes in software for a long time) and the hardware can be sold separately (he in 1965 in a family) The automotive tire shop created his software service company), until Bill Gates, Ellison and others.
Feature 2: Dare to take risks
They suffer huge risks - and hope to have high returns.
On the way of dreams, software leaders must be able to face numerous risks. McKinsey survey shows that the leaders of successful software product companies have made important strategic decisions, the time spent is 25%, and the reason is not mainly to have better information or market research, more from their adventure spirit.
Taking LeMad as an example, he diverted from school, and established Trilogy Software Co., Ltd., in 1989, a Trilogy Software specializing in the front desk, sales and marketing software. It is natural to decide the adventure for LeMite. He told us: "I think I have to take school to seize market opportunities."
There is no venture capital home to find him, so LeMart rely on the default date. However, after two years, Lemant has been returned from his adventure. He finally made a $ 3.5 million contract with HP. Other famous customers, like Boeing and Lucent have come one after another. By 1996, LeMart entered the Forbes 400 rich list and became the youngest self-reliance, with an estimated $ 500 million in net assets. In 1998, he had 850 employees and sales exceeded 100 million US dollars. Andresen is only 22 years old when he cooperates to create a web view and develop Internet browser software. Pilatna, Bill Gates, Balmreme or SAP is also an adventurer, and they all become a billionaire through adventures.
Feature 3: Diverse choice
They are prepared for all uncertainty in multiple options.
Microsoft is not just a success of its WINDOWS PC operating system, but together with IBM to jointly develop a competitive operating system OS / 2. SAP is another example. It didn't go to "shaping" this industry, but rather adapt to the leader of the leader, while spending a few standards. As the president and CEO of SAP, the Cagman commented that SAP can see the performance from the second row.
Professional software company leaders also use the option to handle uncertainty. Xitz is CEO of Cambridge Technology Partner Company, which is a $ 600 million software service company in Boston. He ensures that the Cambridge invests in several new companies, and they may develop a new technical standard. "We have always been in contact with new technologies," Xitz said, "One of these companies we want to fund will succeed."
However, on the way to success, software leaders must accept future failures. In fact, failure is not an exception, but a convention - even in successful software leaders.
Feature 4: Dare to try
They would rather "quickly fail" rather than avoid errors.
"Ning can do 6 correct decisions and 4 wrong, don't wait too long," SAP's Hope reviewed. "Platinum technology company CTO Pongke agreed to this statement." Rapid move is very important, "he said," This often causes errors, but the error can be corrected. "
See how Chen Yuhong reacted after he created BroadVision. Although this entrepreneur is paid in the e-commerce solution, he has made mistakes in the platform of the interactive TV (it looks like a "future trend") as its product. In fact, when Chen Yuhong saw the Internet for the first time, his TV products have almost completed.
Feature 5: Emphasis
Chen Yuhong turned BroadVision to a Internet company almost overnight.
"It is very clear for me, we are wrong, and if we don't quickly change the string, we will lose everything." Chen Yuhong recalls. Chen Yuhong did not have a long-term discussion, but almost one night, the company turned into a Internet company - regardless of his manager's opposition. "I almost have to dismiss the entire high-level management team because they have no confidence in change." He said. His agile action has been achieved, by the end of 1998, Broadvision's market value exceeded 700 million US dollars.
