Why Different Domains Require Different Approaches:

Lessons from Microsoft, Apple, Wework, Netflix, and Uber/Ola

Created 2023/11/4

Different domains require different approaches. What works in one field may not work in another. Each area has its own complexities and nuances that demand careful attention.

Microsoft’s failure in the smartphone industry

Microsoft assumed that the smartphone should resemble a computer OS. Apple, on the other hand, adopted a completely different strategy for the smartphone, and tailored it to its form factor. This is one of the main reasons why Microsoft failed to capture the smartphone market.

Apple couldn’t to the TV what it did to the smartphone industry

As Steve Jobs himself put it (in 2010), 1. Even if they design the best set-top-box, it was hard to get into the market. The existing market used the Go-To-Market strategy and the set-top boxes were subsidized. 2. The cable operators fragmented, every country has it’s own standards and regulations.

WeWork is filing for bankruptcy

WeWork failed to succeed and one of the factors was the fragmentation of the office industry. Their concept of a one-size-fits-all office space did not work well.

Netflix Games

Netflix tried to apply its subscription model to the video game industry with its service Netflix Games, but it was cancelled after less than a year due to low subscriber engagement. The selection and type of games didn’t exactly pick up with neither the pro gamers nor the casual gamers.

Sometimes you can enter a totally different market, like Uber/Ola did, and be successful

The taxi industry was and still is (in some places) dominated by the locals. Uber/Ola had to enter an already established market and compete with them. The reason why they were successful is that they understood what the customer wanted: convenience and affordability. The easy access through the app, the variety of options available, and a bit of safety assurance made Uber/Ola popular.

The Reasons they failed

The reasons all the above companies failed (among other reasons) is that they all had a fixed mindset on how things are supposed to work. Successful products were never launched with a fixed product and an idea/belief that worked in another area. They had embraced a little uncertainity. They also didn’t understand that people are inventing use-cases constantly. Steve Jobs and his team had no idea how much the idea of an app store and apps would explode.

The art lies in balancing the well-known fixed notions with some uncertainity.