Found via Patrick Logan: On time to market: Whirlpool - they can finish a design and the R&D of a product, and it takes them a year to get the product on the market. You know what happens during that year? All the Koreans get to the market before them. Why? Because they copy their designs -they see them in a show, on the floor, and they copy them -and they have a three-month time to market. Same thing happened to Philips. Philips invented all the key innovations in the consumer electronics space, and they always were three months behind Sony. Even on stuff they invented, DVDs, they came in after. Manage that time to change, and you become Dell. You don't manage it, you become dealt. - Shai Agassi On optimization; Always XML, because when I go outside my company, I don't know what's on the other side. Now, if the two of them can actually do a handshake and say, 'Hey, by the way, we can optimize this,' great. I don't believe that outside the company, optimization is so big. When I look outside, the big latency is network latency. Compressing, decompressing XML is not going to make a huge difference. Inside the company, I can build a huge pipe between my business processes written in ABAP, which I can't changeit runs my business, it's been tested, I can't touch itand my Java infrastructure so I can do my customization. That pipeline, which is getting crossed a hundred thousand times every second, can be optimized. Excellentyou gave me something that nobody else can do. That's what we can dig underneath our own town to do this. But when I go outside the company, or between divisions, there is no value in changing this. - Shai Agassi...
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