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Mateo Collins
Mateo Collins

Starting A Tech Business Alex Cowan Pdf Download


Abdulrahman Al-zanki, a 14-year-old Kuwaiti boy, is on his way to a million downloads of his iPhone application Doodle Destroy. Abdulrahman used ready-made game-authoring software and sold his product through the iTunes store to a prequalified audience of millions. His first version took about two weeks. Though Abdulrahman is not your average 14-year-old, the point is that he didn't need access to vast development and distribution resources to achieve success in a tech business. The opportunities are real, and they are available to you now.




starting a tech business alex cowan pdf download



The fact that you've picked up this book means that you likely have an interest in starting a technology-enabled business, which may mean launching a new company or reengineering your existing company. The point is that you have an idea, you wonder whether you should pursue it, and, if you do, how you'll go about it.


It's been obvious for years that technology is transforming existing businesses and creating new ones. Technology-enabled businesses offer one of the today's best available ways to create wealth, and the ability to apply technology is what separates an industry's winners from its losers. The exciting part is that while a decade ago the barriers to creating a technology-enabled business required a pole vault, they've now lowered to where a determined step in the right direction is enough to get started.


The key for a businessperson is to know what you want and be able to describe it. The technology required for your particular business may be as simple as an iPhone application or as complex as a web of interconnected subsystems. Regardless, successful execution follows a set of established patterns requiring the following:


Computer technology has completed a kind of arc over the past 50 years, returning to a place that makes it accessible to the untrained tinkerer. There were many novices in computing's early days; and though experts dealt with the specialized hardware, the lines between user and developer blurred. As a result, many individuals tinkered with these new machines. Over the next few decades, the computer business grew and deep subspecializations emerged. Specialization has been the norm up until recently; however, the underlying power of available computing resources has allowed software/systems developers to operate at increasingly higher levels of abstraction. This means that it's less important to understand the lower-level details of the system. Instead, the casual tinkerer can use fairly intuitive tools to prototype and build new technologies. The chapters that follow provide several examples of this.


Of course, this doesn't mean you have to tinker to be successful with your tech business; it's still common to leave the details to specialists. If there's one thing I hope this book helps you do, it's to start a successful technology business. But if it can help you do two things, I hope the second is to release your inner tinkerer. If you're intimidated, keep in mind that Steve Jobs did not have an engineering degree, and going back a bit further, neither did Eli Whitney, who revolutionized agriculture with his cotton gin.


If you have an idea for a technology-enabled business, you should read this book to prepare yourself and then you should go for it. Success is probably not nearly as distant or as difficult or as you think.


One key driver is the availability of interchangeable software parts. During the Industrial Revolution 1.0, the availability of interchangeable parts drove down the cost of manufacturing and led to increasing specialization and diversity. For example, whereas pre-Industrial Revolution rifle makers would go out and chop their own timber, mill their own stocks, cast their own barrels, and assemble the whole package, specialists in stocks, barrels, assembly, and so on, emerged over the course of the Industrial Revolution. Software is undergoing the same transition. The typical software development process today is much more about evaluating building blocks and assembling them than starting from a blank sheet of paper: We might even call it Industrial Revolution 2.0. The great thing about this transformation for the businessperson is that it is changing the focus of successful technology-enabled ventures, making them more about having a great idea than being one of the few firms with the resources and money to build a piece of software. Industrial Revolution 2.0 means that you can view technology as a means to your end, now more than ever.