By Dave Hitz
Dave Hitz loves to remedy enjoyable difficulties. He didn’t got down to be a Silicon Valley icon, a company visionary, or perhaps a billionaire. yet he grew to become all 3. It seems that company is a mosaic of fascinating puzzles like coping with danger, constructing and reversing innovations, and looking out into the long run by means of deconstructing the past.As a founding father of NetApp, an information garage enterprise that begun as an concept scribbled on a placemat and now takes in $4 billion a 12 months, Hitz has visible his corporation plow through each significant cycle in business—from the Jack-of-All-Trades mentality of a start-up, in the course of the tumultuous interval of the IPO and the dot-com bust, and at last to a mature firm corporation. NetApp is among the fastest-growing computing device businesses ever, and for 6 years in a row it's been on Fortune magazine’s checklist of most sensible businesses to paintings For. no longer undesirable for a highschool dropout who all started his enterprise occupation promoting his blood for funds and typing the names of ailments onto index cards.With colourful examples and anecdotes, how you can Castrate a Bull is a narrative for everybody drawn to figuring out company, the explanations why businesses prevail and fail, and the way strong classes usually come from unusual and unforeseen places.Dave Hitz co-founded NetApp in 1992 with James Lau and Michael Malcolm. He served as a programmer, advertising evangelist, technical architect, and vice chairman of engineering. almost immediately, he's liable for destiny technique and path for the corporate. ahead of his occupation in Silicon Valley, Dave labored as a cowboy, the place he received invaluable administration adventure by way of herding, branding, and castrating livestock.
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Additional info for How to Castrate a Bull: Unexpected Lessons on Risk, Growth, and Success in Business
But another way to measure performance is to look at how fast a system can process one request (technically known as response time). If you think in terms of cars, it’s like the difference between a school bus and a Ferrari. To deliver lots of children, a school bus is better. indd 34 11/12/08 10:00:10 AM Starting NetApp | 35 kid to school really fast, the Ferrari wins. Measured this way, our system was five to ten times better than the competition. They were the school bus; we were the Ferrari.
Indd 32 11/12/08 10:00:10 AM Starting NetApp | 33 very innovative features. The Engineer and the Frog Patrick’s favorite feature was On a walk in the woods, an engi- that our system rebooted neer sees a frog sitting on a rock. in thirty seconds, instead The frog says, “Hey, I’m not really of taking hours like our a frog. If you kiss me I’ll turn into a competitors’ systems. ” The engineer also loved the simplicity. I had written the user’s manual, and it was only a couple dozen pages long. Sun’s picks up the frog and looks at it.
I also tried to remember the size of different groups when I’d been at MIPS with one hundred employees. Soon we had a respectable organization chart to take us through our first growth period. Even though we had done the normal seed-round tasks— fleshed out our business plan, interviewed potential customers, hired key people into our team, even built early prototypes—the VCs still weren’t impressed enough to reach into their pockets. Mike’s past CEO experience had been in Canada, so he wasn’t a known quantity in Silicon Valley, and they still couldn’t get their heads around our “we do less” strategy.
How to Castrate a Bull: Unexpected Lessons on Risk, Growth, and Success in Business by Dave Hitz