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I had a friend who was planning to change his job. I talked with him about his career plan.

This friend used to work in a big factory and always took the technical route. Above him, there is his leader, and the leader’s leader.

He saw that his leader was dealing with some non-technical and business-related things all day long, but invested little in technology. He felt that the business was too uncertain, which was not the future he wanted.

As a technical person, a lot of time will be more direct. Like the binary file that the computer eventually runs, it’s either 0 or 1. Right and wrong at work. My friend, who belongs to this personality, thinks that it is good to do technology, and there is no need to move up to the management level and do those uncertain things related to the business. Think business things, many are patting the head.

So he changed to another company. On the one hand, he wanted to experience the feeling of pure technology, and on the other hand, he hoped to find the answer that he must step into the management.

In that company, business is not growing very fast, but it is growing steadily. It’s been pretty good, too. There was a lot of freedom to do the technology, but it felt like something was missing. Or feel like I’m not growing fast enough.

I talked to him later, and he said he had the answer. In the future, there will be more focus on business than technology.

I asked him why, and he said that technology ultimately needs to serve the business scenario, which is bigger and serves more people. I said, it is also because in the big factory before, you can only focus on technology, do not need to focus on business.

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There is more room for business development than technology.

Most companies in the country are business oriented as a whole. This is mostly business driven, not technology driven.

For the most part, technology serves the business, with the exception of individuals with deep pockets and enough money to go around. Companies invest in technology for the very purpose of making a breakthrough in their business. Whether you are a technical expert or an architect, you need to have a good understanding of the business from the ground up perspective.

You’re a technologist, you focus on the technology, but if you don’t understand the business, if you don’t understand the market, you can go off track.

In most cases, this deviation is due to too much focus on the technical level and not the actual business scenario.

Sharp is a very technology-focused company with a strong technology culture.

We know that the LCD panel can display colorful colors, in fact, there are the most basic red, green, blue these three primary colors synchronized with different proportions of the display.

It would have been enough for us to look at the color of the three primary colors. But Sharp, in order to reflect the advancement of technology, on the basis of the three primary colors, added a yellow, so that the number of colors from a billion, increased to a trillion colors.

Technically awesome, but the number of colors is way beyond the reach of human vision. On the screen, it is difficult for the human eye to distinguish between three primary colors or four primary colors, and four primary colors of the display, the cost is much higher than three primary colors.

But this Sharp company, because they wanted to make something that people would copy, and they wanted to set the bar high, they developed four primary colors. Adding yellow to red, green and blue, through the four primary colors, is said to increase the number of colors from a billion to a trillion. That’s pretty cool. However, the number of colors is far beyond the range of human vision.

The cost is high, the user eye can not see the difference tomorrow, natural sales are very poor.

Then there’s Huawei’s camera phone. We all know that Huawei mobile phones take pictures very well, that is a group of Huawei engineers constantly improve the effect of taking pictures. Especially when shooting night scenes, it can be comparable to the effect seen by human eyes.

Once an engineer was working on a project about how to make more colors. Ren zhengfei asked the engineer, “It’s even better than what human eyes can see. Can human eyes distinguish between other people’s mobile phones and their own phones?” Engineers say the human eye can’t tell.

‘What we do is to show the human eye that the camera quality of our phone is high,’ Mr. Ren said. ‘If the human eye can’t tell, then the technology isn’t for taking pictures of the public.’

Back to the actual work. After all, the ability to power various product lines through the middle platform is quite attractive. We also did the center stage. But the results are not good.

The way we were doing it at that time, it was a little closed-door. Take a mature product line, extract capabilities that can be moderated, and then give them to other product lines.

The problem here is that when you pull away from a mature product line, it’s often the middle platform that carries the product’s imprint, or the specific business with it. On the one hand, the business logic of the original product needs to be stripped, and on the other hand, the business logic of the new product needs to be abstracted to become a common medium platform capability.

This process can be painful. Of course, as Ali does face to face when the center stage, also experienced a period of pain. But they can afford it. And small and medium-sized companies, originally fast iteration is its biggest advantage, do the middle stage but limited this ability.

In the final analysis, in fact, do the technology of Taiwan, the first need is to understand the specific business of products around how, what scenes. On this basis, it is possible to determine the granularity and boundary of the median capability.

A lot of the problems, not technical problems, are whether they can solve the problems encountered in the scene. A golden idea is one that fits a scenario or business with the right benefits.