Adam Lashinsky Quotes

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Amazon has suffered quarters-long profit droughts. Alphabet has given its investors agita over profligate spending on non-core products. Microsoft's growth - if not its profit engine - stalled for years, causing its stock to idle, too.

Dynamic pricing - charging more when goods and services are in high demand and short supply and less when the opposite is true - isn't new. Gasoline retailers, hoteliers, and airlines have been deploying the technique for years.

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Amazon is pursuing something called Amazon Key, which lets its couriers unlock Prime customers' doors and deliver packages. It's pairing the service, which it plans to make available in 37 cities next month, with a camera so users will have...

Amazon has a good record with customers, who are confident the retailer will give them the lowest price. Entering their home will be another thing altogether.

Amazon led with online bookselling, web services, and drones.

Groceries, TV shows, and shoes are a few categories Amazon has been willing to hang onto for years.

ICG became a dot-com joke, a one-stock example of extreme hubris on the part of its management and the investment bankers and sell-side analysts who embarrassed themselves by pumping it up.

ICG wasn't an index fund so much as a collection of venture-capital investments focused on so-called business-to-business Internet companies.

Innovation, like creativity, is an amorphous concept. It's the holy grail of business, but achieving it - even merely explaining it - is lightning-in-a-bottle difficult.

Innovation has its limits, of course, and Salesforce has proved adept at supplementing its growth with acquisitions, a tool long available to older rivals like Oracle and SAP.

Salesforce acquires companies - it has snapped up 55 since 2006 - that are either more innovative or that have pioneered market segments that Salesforce hasn't yet cracked.

Salesforce employees are so immersed in the fervor over their offerings and their unique workplace that they are nearly incredulous to learn that few people beyond the legions of customers using Salesforce's product have the faintest idea what the company...

Facebook can spend and talk endlessly to defend itself so long as it keeps printing money.

I stopped using AIM years ago - I can't remember exactly when - and so its demise shouldn't mean much to me.

I confess that, like public figures from bygone days or an entertainer that hadn't been heard from in eons, I didn't know AIM, as we all called it, still existed at all.

AIM was so quaint, it organized users around 'buddy lists.' In a time before smartphones, AIM was powerful and intoxicating, a way for a generation that once had called people on the phone to communicate in quick bursts from their...

AIM started in 1997, and I remember when I started using it in earnest, in 1999, when I joined TheStreet.com from 'The San Jose Mercury News'. We digital journalism pioneers communicated obsessively by AIM, and as a newbie, I recall...

Americans fear losing control if they're forced to ride in autonomous vehicles. These same Americans fly in airplanes every day that largely are flown by computers, and impressively efficient ones at that.

As China's retailing champion, Alibaba makes Amazon look like a company that carefully picks its spots. Sure, Amazon does e-tailing. So does Alibaba.

Cannibalization is by far the most difficult feat any established, successful company can pull off.

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