Entity Dossier
entity

Prodigy

Strategic Concepts & Mechanics

Cornerstone MoveEquity Stakes for Distribution Leverage
Competitive AdvantageCableLabs Royalty-Free Standards Play
Cornerstone MoveStock Architecture to Lock Control
Competitive AdvantageBlackout as Franchise Leverage
Capital StrategyTax-Sheltered Growing Annuity
Capital StrategyInsurance Company Capital Over Banks
Signature MoveNever Bet the Whole Farm
Strategic PatternWarrants as Industry Coordination Currency
Decision FrameworkEmpathy as Negotiation Architecture
Signature MoveThrow the Keys on the Table
Signature MoveOwn a Small Piece of a Winner You Can't Run
Operating PrincipleDecentralized Cowboys with Centralized Benchmarks
Risk DoctrineWhat If Not as Decision Filter
Strategic PatternScale Economics as Survival Doctrine
Signature MoveAsk One Sharp Question to Crack Open Intel
Signature MoveCash Flow Not Earnings as Currency
Cornerstone MoveBuy the System, Pay With Its Own Cash Flow
Identity & CultureIntrovert's Edge Through Listening

Primary Evidence

"Prodigy was an early player looking to connect personal computers on a private subscriber network. Prodigy’s owners were IBM and Sears. IBM, the largest computer maker in the world at the time, and Sears, one of the biggest retailers, were offering news, sports, weather, entertainment, and home shopping through Sears and other retailers. Members could “message” one another only on the proprietary, closed Prodigy network. The biggest of these new networking services was AOL, followed closely by CompuServe, owned by H&R Block Inc. and General Electric Company. They were all clunky, closed-off networks or “walled gardens.” Simple connections took a few minutes and required special software and modems, and some services charged per minute for usage!"

Source:Born to Be Wired

"Sometimes in business, a strategy doesn’t appear to work at first, but the knowledge you gain is more valuable because it informs decisions down the road. In late 1988, Rupert called with a very particular request. “John, you know about computers and networks and so on, and there’s a company called Prodigy…” We had been closely watching the “computer information services,” as they were called back then. Rupert wanted to explore joint acquisitions using TCI’s networking and News Corp.’s programming. “There must be something here for us,” he said."

Source:Born to Be Wired

Appears In Volumes