You hear the “a href=”http://blogs.msdn.com/micahel/archive/2005/08/17/FailFast.aspx”fail early and fail often/a” mantra quite a bit. The basic idea is to find out as early as possible whether the project you’re working on is going to be a success, and if it isn’t let it fail. This is a hard thing to do: You have to accept the project as a failure, and implicitly accept that for whatever reason you didn’t have what it took to suceed. There may, of course, be external factors such as luck, market conditions, partners etc. that are out of your control but you will still have to live with a failure under your belt no matter who was to blame. The normal human reaction is to keep going, prolonging the inevitable, so that you don’t have to face the failure. The idea of failing early and often is that the sooner you let go the sooner you can go to work on a new project that might have a better chance of suceeding.br /br /This post will give you some numbers to show that failing early and often is a good idea.br /br /Let’s presume you have ten years to make a million dollars by starting a company and selling it. And let’s presume that there are two scenarios: one where you start a company and keep going at it for ten years, and one where you start a company and if it doesn’t work out after a year close it down and start another one.br /br /The first scenario is simple.br /br /Let’s presume there’s a 10% chance of suceeding in starting a company and selling it for a million dollars. Your chance of becoming a millionaire in ten years is obviously 10%br /br /The second scenario is a bit more complicated.br /br /With the same presumptions as in scenario you have a 10% chance of becoming a millionaire after year one. If this doesn’t work out you have another 10% shot in year two, and so on. This adds up to a 65% chance of success after ten years. Quite an improvement! But maybe this doesn’t tell the whole story: Surely you will have a higher chance of succeeding with a company you spend ten years on than a company you spend one year on. Let’s say you only have half as big a chance of succeding if you only spend a year on your business. This will still give you a 40% chance of success after ten years. As a matter of fact for the two scenarios to give you an equal chance of success after ten years your chance of success with the one year company needs only be 1%.br /br /Here is a graph that shows it more clearly.br /br /img src=”http://www.maximise.dk/blog/success.GIF” /br /br /This is, of course, a simplified explanation that doesn’t take all factors into account. If you initial idea doesn’t work out you could morph your company into something else, you may need more than one year before you can sell your company or maybe your goal is to only make $100.000. You may not even know whether you’re doing great or are on the brink of bankruptcy. br /br /The question to ask is: If I was offered this company for free would I take it? It’s a hard question, and ideally you should put it to other people that don’t have an affection for the idea, and haven’t spent many hours pondering over it. br /br /You may be surprised at the answer, and if you are maybe you should start something else.
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Why you should fail early and fail often
January 18, 2009 by max
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Business plans for hackers
January 8, 2009 by max
I’ve noticed that a lot of hackers and other technically capable people have problems understanding the reason for the existence of a business plan. And often fail to realise how hard a task it is to compose a good one.br /br /This post is an attempt to explain business plans in terms of programming languages.br /br /A business plan is just like a program, it’s just written in the strange and difficult programming language of psycholgy instead of C++, Lisp or Java. When you write business plans you use a number of classes that are relevant to the task, such as the budgetting and marketing classes. These are relatively trivial to understand compared to the main language.br /br /Psychology is an inherently difficult language to master for several reasons:br /olbr /li Programs written in psychology are run on computers called humans. The inner workings of these computers is poorly understood, and makes it difficult to write programs that work well. Furthermore all of the computers that your program will run on only have certain overall commands and functions in common. Once you get into the lower level programming they all behave differently, so if you need a top-tuned program you will need to write it specifically for one recipient, or at least a subset of recipients such as bankers or angel investors./libr /br /li Not all human computers have access to all classes, and you do not know if your intended recipient has installed all of the classes you use in your businessplan. You can of course make some deductions – your banker will probably have the budgetting class installed, but you can never be sure. Ideally your program should be written in such a way that any human can run it whether or not he has the classes you use installed./libr /br /li You can not write directly for the main computer in humans, which is the primary reason that this is the hardest programming language of all. There are no such commands as “invoke joy”, or “instill fear” – all programs that you write must go through a filter before they are executed in the main computer. You only have sparse knowledge of how this filter works as you can only observe it indirectly by invoking a command and seeing the result./libr /br /li Human computers do not fail when you write bad programs, they just get pissed off. This means that there are few absolutes, making it very hard to debug programs. Furthermore you can not measure the failure or success of your program, only observe indirect clues such as facial expressions, voice patterns and word usage to deduct how well your program works. The recipient will often try to hide this from you./libr /br /br /li The language has evolved, and there is no single author to describe how it works and what the commands are. Some of the commands are completely useless, and some only work in certain special cases. On top of this the language is continually evolving – there is no guarantee that commands that worked five years ago will still work./libr /br /li There is no manual, only hints and cases from pshychologists and other social scientists as to which commands invoke what result. Everything is done on a trial and error basis to figure out what works./libr /br /li The language is non-deterministic, a command may invoke different results depending on usage, recipient, mood and other external factors over which you have no control. Your program will never have the exact same result, even when run on the same computer in a slightlly different setting./libr //olbr /br /Despite of its shortcomings. and the fact that it takes decades to master, pshychology is a language worth learning simply because it is the only language that humans understand. It’s like writing applications that run inside a browser; If you want to do it you have to learn javascript.br /br /If you master it you will not only be able to write good businessplans, but also write other programs that are intended to be deployed on human computers such as writing books, picking up girls, getting friends and all the other social activities that human computers seem to enjoy.
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The entropy of code
December 23, 2008 by max
Physics deals with an interesting concept called a href=”http://en.wikipedia.org/wiki/Entropy”entropy/a that measures the state of disorder in a closed system. a href=”http://en.wikipedia.org/wiki/Second_law_of_thermodynamics”The second law of thermodynamics/a looselly states that over time a closed system will become more disorderly and chaotic if nothing is done to prevent it. If you haven’t been to your basement for a while you can go down there and see for yourself that this is true: Things have become more disorderly and chaotic over time. And you will have to put in some work to get things back in order.br /br /Code is the same – if you don’t do something to actively prevent it the chaos and disorder of your code will increase when you work on it. This is why a lot of old code is a mess, nobody has worked actively to keep the entropy low.br /br /Preventing entropy in your code is fairly easy, and it’s a good habit to get into. Whenever you write new code for a project make sure you lower the total entropy of the system by beautifying or simplifying something in the codebase. It doesn’t have to be the code you’ve just been working on – the key is to lower the entropy of the whole system.br /br /If you work actively to keep the entropy of your code low it age gracefully.
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Why the singularity may never arrive
November 26, 2008 by max
a href=”http://en.wikipedia.org/wiki/Ray_Kurzweil”Ray Kurzweil/a has been advocating for the past years that we are nearing a technological singularity. He has tracked technological progress from the slide rule and up to the present day and has found that technology moves forward at an ever faster pace, and that this pace is surprisinglys constant. The slide rule could do very few calculations at a very high price. Vacuum tubes were a lot better and cheaper than slide rules, transistors better and cheaper than vacuum tubes, and so on. This fits very well with a href=”http://en.wikipedia.org/wiki/Moore%27s_law”Moore’s law/a that states that every two years you can get twice the amount of computing power for the same amount of money. When you plot it all out on a graph you get a nice exponential rise.br /br /This all seems reasonable, and very well documented. He then goes on to extrapolate the graph and postulates, backed up by his extensive research, that eventually the graph will become so steep that it is effectively vertical. This is the singularity where technology moves at a pace so fast that it is more or less instantaneous. According to Kurzweil this spells a new paradigm, and we have no way of knowing shat will happen after the singularity has arrived. But it will be exciting times. Or scary if you are so inclined.br /br /br /br /If the current trend continues, a href=”http://www.kurzweilai.net/articles/art0134.html?printable=1″according to Kurzweil/a, a 1000$ computer will be able to match human intelligence within 15 years. Extrapolating further he argues that within 41 years a 1000$ computer will match the intelligence of the entire human race. While hard to grasp mentally it makes sense when you look at the data – the graph pointing to the future seems believable and filled with good data backing the theory.br /br /img src=”http://www.maximise.dk/blog/progress1.gif” /br /br /But there’s a problem.br /br /a href=”http://en.wikipedia.org/wiki/Thomas_Malthus”Thomas Malthus /aPut forth his theory of limits to human growth in 1826 that bears some resemblance to Kurzweils theory. He found that historically human growth had grown exponentially, and that global food supply had grown linearly. When he extrapolated the two graphs into the future he saw disastrous consequences – since food supply would grow slower and slower compared to the human population he predicted widespread famine, wars over food and other miseries. What happened was that a href=”http://en.wikipedia.org/wiki/World_population”population growth declined and has halved since its peak in 1963./abr /br /If you look at a lot of natural growth phenomena, such as population growth, a href=”http://en.wikipedia.org/wiki/Rabbits_in_Australia”rabbits in Australia/a, or the growth of bacteria in a petri dish, they initially follow the same trend. It starts out with a few bacteria that multiply, these bacteria multiply again and so on. This gives the initial exponential growth that is very common in nature, and that human progress has also followed since the invention of the slide rule. But the bacteria don’t grow out of the petri dish to consume the lab, the country and eventually the entire world. Why is that? Because they need resources to keep growing. When the resources start to run out the graph stops the exponential growth and flattens out like an S.br /br /img src=”http://www.maximise.dk/blog/progress2.gif” /br /br /The same thing will happen with technology – eventually we will run into insurmountable barriers to growth and progress will stabilise at this level. It’s just a question of what the barriers are – the food for progress so to say.br /br /The real question is what these inurmountable barriers are, and when we will run into them.
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Sovereign and transient applications – why SAAS will win
January 31, 2007 by max
Everything on the web seems to be about AJAX and software as a service (SAAS) these days – but is it just another fad, or will it change the way we work? I think the latter, and I will explain why.br /br /In 1996 Alan Cooper wrote “a href=”http://www.chi-sa.org.za/articles/posture.htm”your programs posture/a”, where he split the programs we use in our daily lives in four distinct categories – Sovereign, transient, daemonic and parasitic. Sovereign programs are the ones we work with for hours on end – Word, Outlook, and Photoshop. They are our main working horses. Transient programs are helper programs that are used for a specific task and then quickly closed again. Calculators and Apple’s finder are examples of this. Daemonic programs don’t usually require any interaction, but will work quietly behind the scenes. Printer drivers for example. Parasitic programs are small programs that give quiet feedback, such as the clock, or the task manager.br /br /He lays out the design principles for each of these in his essay. Here’s an overview of sovereign and transient applications:br /span style=”font-weight: bold;”Sovereign applicationsbr //spanulliUsers are experienced. Since users by definition use the program for extended periods of time they will quickly become experienced users. Certainly everyone will start out as a novice, but only for a relatively brief period of time in relation to the amount of time they will eventually spend in the program.br //liliSpeed and power. Experienced users know their way around, and need powerful ways of interacting with the program. Keyboard shortcuts, complex controls, and toolbars that may seem daunting at first sight.br //liliMuted graphical appearance. Since the user will be staring at the application for hours each day the visual presentation of the program should be muted and subtle. No normal user can stand looking at a bright colored application all day.br //liliRich output environment. The program should give the user little hints about its state in the form of small icons or other graphical representations. These might not be noticed at first, but as the user gains experience he will experimentally interact with them and start using the program more productively.br //liliRich input environment. The input should be controllable in several ways.br //li/ulspan style=”font-weight: bold;”Transient applications/spanbr /ulliUsers are inexperienced. The program is only used once in a while and users will forget how to use it.br //liliSimple controls. The program should be simple to use since it is not used often. Buttons should be marked “print this document now” instead of “print”.br //liliSelf-explanatory. The program should explain itself – a novice should be able to carry out a task in the program without instructions. /liliLarge buttons and bright colorschemes. Since the user needs to re-learn the application every time and doesn’t spend a lot of time with it cheery colors and large buttons are preferable.br //li/ulbr /A webbrowser is a special case: The browser itself is a sovereign program – we use it as our main tool for hours on end, but the webpages we look at are mostly transient applications – we go to a specific webpage for the weather, news, gossip, or other information and then leave.br /br /But users can do pretty much everything in a browser that they can do in sovereign programs (maybe with the exception of Graphical designers, 3d artists and a few others) – with the added benefit of being able to better share their work, never have to worry about backups, and being able to work off any computer. So why don’t they?br /br /The answer lies in the way we interact with our sovereign programs. When I visit a webpage there is normally a small lag whenever I press a button or a link because a round-trip to the server is needed, and the whole page is redrawn. When I go to weather.com to see tomorrows weather I don’t mind because it is a transient task, and I don’t have to do it for hours on end. But when I work in a sovereign application this is unacceptable and would drive me nuts in a few days. How would you feel if there was a half second lag in photoshop every time you pressed a button?br /If a program that I use for five hours a day has a lag of half a second, or even 1/10 of a second, every time I press a control I will get extremely frustrated. I expect Word to react instantly to my commands. Until a few years ago there was no way around this, and so webdesigners all over the world accepted their fate and designed their websites to be used as transient programs.br /br /But the world has changed, and the technology is now much more advanced than it was just a few years ago. Using ajax technologies it is now relatively trivial to create websites that react just as fast as programs on your computer – the primary barrier for moving applications to the web has fallen. With ajax it is possible to create sovereign applications in a browser that have no discernible disadvantages over installed programs. They even have the added benefits of portability and easy sharing between many users.br /br /But a lot of websites that are building the sovereign applications of the future on the net are making the mistake of treating them as transient applications. Instead of building sites with rich outputs, expert user interfaces and muted graphical experiences, they are stuck in the tradition of making transient applications that are self-explanatory with simple controls and large buttons.br /br /If you are making an application that works in a browser you have the possibility of making a sovereign application instead of a transient one – but you have to design for it.
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Engineers of the West, engineers of the East
January 11, 2007 by max
Outsourcing is all the rage these days, everything but my pizza delivery seems to be outsourced to India, China or some other far off place that takes away jobs. Years ago the western nations calmed themselves by agreeing that only low-tech production, assembly of paperclips and realdolls, would be outsourced – that complicated products needed our expertise. Then came callcenters. Then came high-tech production. Then came development. Will this ever end, or will all our engineers be stuck with pizza delivery jobs?br /br /Of course not. So what is the solution?br /br /If you look at the weakness of almost all Asian companies, and engineers it is design. Good design requires much more than good engineering. It requires a whole back-catalog of ideas, opinions, and culture. And it takes time for a society to develop good design standards. It takes time and effort to create beautiful products.br /br /The two mp3 players below illustrate my point.br /a onblur=”try {parent.deselectBloggerImageGracefully();} catch(e) {}” href=”http://www.maximise.dk/blog/ipod.jpg”img style=”cursor: pointer; width: 320px;” src=”http://www.maximise.dk/blog/mp3.gif” alt=”" border=”0″ //abr /The first one, of course, is an Ipod from a href=”http://www.apple.com/”Apple/a, the second one is a player from a href=”http://jgz.en.alibaba.com/product/50079995/50988397/MP4_Players/MP4_Player.html”Shenzhen Jingguanzun Electronic Science Technology Co., Ltd./a, and it features FM radio, digital voice recorder, and 7 equalizer modes, all of which the ipod is missing. Yet it is not as popular as the Ipod, even though it is considerably cheaper. Why?br /br /The answer is design – the ipod is beautiful. The no-name mp3 player from Shenzhen Jingguanzun Electronic Science amp; Technology Co., Ltd. isn’t. Even the name is ugly…br /br /This is not a unique example, most electronics that come out of Asia have the overall lack of usability, and lack of good design that this no-name mp3 player has. And most well designed electronic products (a href=”http://www.apple.com/”Apple/a, a href=”http://www.bang-olufsen.com/”Bang amp; Olufsen/a, a href=”http://www.thomson-europe.com/”Thomson/a) are simple, elegant, and easy to use. In a word they are beautiful. And they are not from low-income Asian countries.br /br /So why do some companies make beautiful products, while others don’t? The answer isn’t simple, but it has to do with cultural heritage, and maniac attention to detail.br /br /The asian economies learned in the eighties that they could make a substantial amount of money by copying western products, because they had cheaper labour, and plenty of it. The requirement for this effort was speed, low pricing, and lots of features. The Asian economies grew to be masters of this trade, and churned out copycat products at a rate that was alarming to many western companies. And this is, to a large extent, what they are still doing. But society is moving on, and the standard of living keeps rising in the western world. And the consequence of this is that we can buy as many no-name mp3 players as we care for – we can afford it. But we don’t. We would much rather have a beautiful product, that shows how much style, elegance and coolness we have. And we don’t mind paying for it.br /br /And this is where many of the Asian copycat companies fall short – it is much harder to copy “beautiful” than it is to copy the technical specs of a product by buying the same components as the competitor and putting them in your own box. The Ipod copies are just not as cool or elegant, we would rather have the real thing, and pay a premium for it – afterall we have the money to do so.br /br /When you make a beautiful product you need very different virtues than when you make a cheap product. You need patience, and you need rigorous attention to detail, making mock-ups and prototypes until you get it just right. Steve Jobs is well known for being a pain in the ass to work for because he is never satisfied – every little detail must be perfect. But the Ipod has a 60% market share even though it doesn’t even come close to being the cheapest – Apple is virtually printing money with it. So it is obviously worth the effort.br /br /And this is where especially European companies have a tremendous advantage. They tend to be much more focused on detail and quality than their Asian and American counterparts (Yes, I know Apple is Americen, but they are an exception) – Beautiful cars come from Germany, beautiful clothes come from Italy, and beautiful furniture comes from Scandinavia.br /br /Style is not something that is easily copied, it is weaved into the fabric of society. Look at how the cities of Vienna, Venice and Copenhagen compare to Shenzhen, Shanghai, and New York. If you have been to these places it will be obvious what i mean. European cities have a calm and tranquil atmosphere, Asian and American cities have a hectic and confused atmosphere. I overheard a conversation about the Copenhagen Metro by two American tourists, “Wow – this is so beautiful, everything is smaller but cooler” and it hits the nail pretty much on the head – not big or full of features that nobody needs, but beautiful. And this trickles down through society, and shows in the products that we make.br /br /So European electronic companies should not be pursuing the faster-quicker-cheaper road, but the beautiful-elegant-simple road – the success of the Ipod clearly shows that this is where the money is.
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Format wars
September 7, 2005 by max
Here we go again, giants in the consumer electronics world are flexing their muscle, trying to promote, partner, steal or buy their way to dominance of the DVD format of the future. We have seen it before with betamax and VHS, but will we see it again ?.br /br /In one ringcorner is a powerful consortium consisting of Sony, Apple, Samsung, 20′th Century Fox, and a host of other players trying to promote the Blu-ray format. In the other ringcorner is an equally formidable consortium of amongst others Toshiba, Sanyo and Microsoft. The fight has begun, and the opponents are throwing both muscle money and integrity into the battle. All because the winner is expected to gain dominance of the market, and make zillions of dollars on licensing and IPR fees. But will they ?br /br /The whole assumption of the Betamax/VHS wars was that the consumer would only buy one machine. If there had been cheap combi-alternatives that could play both formats the situation would be much different. This is what is happening in the Blu-ray/HD-DVD war. a href=”http://www.theregister.com/2005/09/06/samsung_hdvd_bluray_player/”Samsung has just announced/a that it will launch a player that is capable of playing both formats. Soon, pressed by demand, others will follow. Now the format war takes a drastic turn. The consumer will not care what format is used as long as it works. And with a dual player the two standards can live side by side without the consumer caring, or even knowing. For the two consortiums this is bad news. The expected outcome is that the winner will be able to set prices, control the format, and charge exorbitant licensing fees because everyone will be dependant on their proprietary format. But with two formats living side by side a monopoly situation will not arise, the market will demand the format with the best quality or the cheapest sales price. Meaning that the advantage is gone. The producer, distributor, and ultimately the consumer will choose the best or cheapest alternative, indifferent to the format because his player supports both. br /br /Know your history, but do not let it guide you blindfolded into the future.
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Why the bubble burst
April 27, 2005 by max
I remember the heyday of the Internet bubble back in the late 90′s. Champagne, million dollar business plans and irrational exuberance everywhere you looked. Those were the days. But why did the bubble burst ? Were we really that ignorant ? Did the emperor have no clothes on ?br /br /I think that many of the ideas, businesses and paradigms conceived during the bubble made good sense. ( Of course, I have to say that, I founded one of the crash-and-burn dot-coms) The problem lay not in the ideas, but in the psychology of consumers. br /br /What happened was that a new enabling technology, The Internet, emerged and brought with it a vast array of business opportunities. Entrepreneurial minds saw the opportunity and jumped at it, convincing investors and media that this would change the world in a way we couldn’t even begin to imagine. And they were right. But they missed the timing. br /br /Entrepreneurs argued that consumers would use a technology if it would save time, money, or make the consumers life easier in some way. Which all sounds perfectly credible. Unfortunately for the entrepreneurs, and the investors backing them, humans don’t deal very well with change. We like things to stay the way they are, we are a reluctant species when it comes to change. br /br /The graph shows how entrepreneurs argued implementation of a new technology would roll out, and how quickly it actually happened.br /br /img src=”http://www.maximise.dk/blog/implementation.gif” /br /br /br /We all made the mistake of assuming that consumers would be rational and use a technology if it made sense. But they didn’t. They waited. And the bubble burst. But history shows us that we are reluctant. It took ten years from the commercial introduction of microwave ovens until it was a commonplace household item. Even though it solved a real problem. This discrepancy in time meant that investors didn’t get the returns they were promised, and pulled the plug leaving the dot-com’s to sink. br /br /But when you look back at the predictions of the dot-com age, many of them are beginning to become realities. Consumers are getting into the technology, and getting on the learning curve. Now is the time for making money on the Internet. Even my mom uses it now.br /br /So if you are an entrepreneur, make sure that your tming is right, and if you are an investor make sure that your pockets are deep enough to keep the company afloat until average Joe and his neighbour discovers your amazing new technology.br /br /A first mover advantage often requires deep pockets and lots of patience.
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Probabilistic classification
April 27, 2005 by max
Most of us are overwhelmed by information in our professional lives, and we are hard pressed to organise it in a consistent and coherent manner. This is a profound change from 10 years ago, yet we still cling to a hierarchical classification of data. We desperately roam our computers, trying to organise the overflow of information coming at us from all angles into neat folders. But for most of us it doesn’t work. Does the funny e-mail from a client belong in the “customers” folder, or the “fun stuff” folder. Does the powerpoint you made for the board on rising sales belong in the “presentations” folder, the “board of directors” folder, or maybe in the “sales” folder. Or maybe in all three ? The hierarchical way of sorting information is becoming obsolete, it just can’t keep up. br /br /It doesn’t take a genius to see that there is a major market waiting to be tapped into, and the bets are being placed to replace the old paradigm of hierarchical classification of information. Google Desktop search, A9 and Apples spotlight are all trying to corner this market. All of them by using search algorithms, letting the user search for a word or phrase and returning appropriate results. br /br /But I think that this approach is not good enough to fulfill a users need for information. How do I search for pictures of my motorcycle ? And how can I be sure I have got all of them in my results ? How do I search for funny e-mails ? Can I make a search for tender and loving e-mails from my former girlfriends ? No, not really. br /br /So we need something different, that will present me with the information that I need when I need it. Probably in a graphical manner, since this is the best way of presenting a lot of information in a limited space. br /br /What will it be ? How will it work ? I don’t know, but I am thinking hard about it, the stakes are high.
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Why Danish programmers are the best in the world
April 7, 2005 by max
A friend of mine was trying to sell one of his companies a few years ago. The company in question collected sportsinformation from various sources, condensed and filtered it, and offered it as an SMS based service to media outlets, so that these could offer their customers up to date sporting information and not have to handle all the technicalities themselves. The company did quite well, and were leading in their technology. Eventually a large American corporation approached them, and wanted to buy them. The initial terms were drafted and due diligence performed. br /br /Then something strange happened. When the Americans discovered that the company had only one technical employee they got very worried, because according to them there was no way that a company with that kind of technology could have only one technical employee. According to them it would take at least a staff of eight to develop and maintain the product they were seeing. And so the deal fell, because my friend could not convince the potential buyers that this one guy had actually programmed the whole thing. Which he had. br /br /This made me wonder. Especially as this is not unique, I have seen similar cases before. br /br /So the obvious conclusion is that Danish programmers are just plain better, or at least more effective, than their American counterparts. And why is this ? After having thought about it for a while, I came to a conclusion: In Denmark programmers (and other employees) are paid to think about what they are doing, in America they are, at least to a greater extent, paid to do what they are told. The implication of this is that a Danish programmer will spend a substantial time thinking through the the project, asking questions, and coming up with alternative solutions before he starts doing anything whereas an American programmer will start coding right away, changing things as he goes along. Often with the result that things need to be redone, and that unexpected problems arise late in the development phase. br /br /It is obvious to me that paying people to think is more productive than paying people to do as they are told. So why don’t more people (especially Americans) do it ? Well, because it is hard and because thinking has to be part of your culture. br /br /It is harder to manage people that constantly ask questions, and leave if they don’t get sensible answers than it is to manage people that do as they are told. It requires management to be very fluid and constantly open to new ideas. And actually know what they are talking about!br /br /It is also a culture thing. Danes take pride in doing a good job, and shipping a great product that works flawlessly. Americans take pride in shipping a product that sells, no matter how it looks. This is also why Danish design is generally held in very high esteem, why American cities and cars are terribly designed, whay Windows always crashes, and why Danish designed products don’t sell as well as they should. Americans may be terrible designers and developers, but they are the greatest salesmen in the world. br /br /So when I grow up and become a billionaire I will place my R D labs in Denmark, and my sales force in America. Maybe Danes are great at designing and creating products, but nobody beats Americans on sales.
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