One of the best podcast interviews that I’ve listened to in a while is Tim Ferriss’ interview with Stripe founder and CEO Patrick Collison. Around minute 35 they discuss something that I find fascinating. Patrick says:
We surveyed companies fairly broadly across multiple industries. And we just asked them what’s holding them back. And that’s a very imperfect methodology, of course, because it’s hard to know what the candidate answers there should be. And maybe those questions are – do they all interpret it the same way? And so on. But the very high-level thing that came back was that companies across the board report availability of software engineers and just ability to do things with software as being as big or even bigger a constraint on their progress as access to capital. And that’s just such an amazing fact in that economics for its history, basically, has been a science of, in some sense, access to and distribution of capital.
And we just had this moment of transformation where on some level, you can exchange capital for software, talent, and output, and so on. But it’s actually really hard to do. And I think companies globally are really struggling with figuring out how to make that happen.
And then later on:
I think young companies – well, one of the just really strange facts about the world – and I don’t fully understand why this is the case – is how hard it is for organizations to build good software. And I know that sounds strange in that lots of organizations build some software. But it is just really weird. If you think about what a really good website or iOS application or whatever is and feels like, it’s really strange.
It’s not easy to build a really good website or iOS app or whatever. But it’s not rocket science. And given that it’s not rocket science, why are there so few of them? Just think of any big, major company and think of their website or app? It’s probably pretty bad. It’s janky. It looks old. The animations don’t really work right. It’s laggy. All this stuff. But that’s weird. They probably have a nice building, a nice headquarters. There are many things they can decide to do and just do it pretty competently. They can turn their capital advantage into an advantage in some other area. If they want to have a great fleet of cars, they can very reliably turn capital into a great fleet of cars. But for some reason, they can’t seem to turn – and, in fact, they can probably even turn capital into a cool advertising campaign. There are enough good agencies. But for whatever reason, they can’t turn capital into good software.
And it would be immensely valuable for them if they could. But they can’t. Or at least, they don’t. And I don’t think it’s for lack of trying or lack of realizing this. And so I think actually, small companies don’t realize how much of an upper hand they have here where if they can create a product that is so much better than the status quo that they start to get organic traction, once you attach a real sales and marketing engine to that, it’s going to be really freaking hard for a big company to effectively compete because, again, this organizational transformation into being good at software is just so profoundly hard.
Think about that for a second. Large companies cannot turn capital into good software. Unlike almost every other aspect of their business. One really good developer, or a very small team of good developers, will often build something that’s better than a team with unlimited capital. As a developer, I find this incredibly motivating. Software is one of the few ways that us small guys can compete with and defeat companies of any size (customer service being the one other way that comes to mind).