Interlude - Index of

A
Acronyms, 148
Age of Data, 169
AI (artificial insemination), 148
AI (artificial intelligence), 115, 148
Allen, Jeff, 64, 74–75
Amazon, 63
Angels: on Board of Directors, 34; defined,
27; NetApp funding from, 28,
30–31, 44
AOL, 63
Apple, 128, 169; Newton, 16, 19
Appliance, NetApp conceived as, 23–25,
139
Aristotle, 13
Auspex Systems: as competitor for
NetApp, 24, 62, 182; hiring practices
of, 29; Hitz at, 15–16, 17, 18, 26, 29;
legal threat from, 18, 24; NSA contract
won by, 85–86, 96; Pawlowski’s attacks
on, 88; performance bake-off against,
34–36, 38
Axelrod, Robert, 95
B
Backups, 104–105, 145
Behavior, and values, 84, 138
Ben & Jerry’s, 76
Bezos, Jeff, 14
Bittner, Kathy, 74
Board of Directors: chairman of, 26;
NetApp’s early, 34; power of, 47–48;
Warmenhoven’s relationship with, 151
Bradley, Helen, 69, 102–103, 104
Brown-nose rule, 162–163
Business plan: Future History approach
to, 163–166; NetApp’s original (1992),
27–28, 177–185; “stupidest,” for growth,
77
C
Castrating bulls, 12, 15, 17, 171
CEO (chief executive officer): Board
of Directors’ power over, 47–48; joke
about engineer and, 102; Malcolm
as, 44–47, 52, 56; replacing NetApp’s
first, 39, 43–45, 48, 49, 50. See also
Warmenhoven, Dan
Chambers, Jeff, 48
Chan, Florence, 81
Change: behavioral, 138; cul tural, 84;
and enterprise customers, 133–134;
resistance to, 126; of sales strategies,
127–129, 147–156
Christensen, Clayton, 123–125
Circle of simplicity, 140–141
Cirrus Logic, 38
Index
Cisco, 64, 71, 169; as customer of NetApp,
38, 130, 131–132; as model for NetApp,
25–26
Clarke, Arthur C., 115
Clarke, Bruce, 46–47
Coca-Cola, 76
Communication, and building culture,
90–93
Company culture. See Culture
Compaq, 36, 169
Computer programming: at Auspex,
15–16; early, for NetApp, 26–27; Hitz’s
first experiences doing, 7, 15
Computer science, as Hitz’s major, 14
Consensus, 109–111
Conti, Isabella, 112
CTO (chief technology officer): Kleiman
as, 103; Lau as, 66; Pawlowski as, 88
Culture: and benefits and perks, 93; communication
for building, 90–93; defined,
84; employee as representative of, 88–
90; and hypergrowth, 72–74; necessity
of changing, 84; and policies, 86–88
Customers: failure experience of, 137–
138; Internet customers, 63, 129–132;
low-end vs. high-end, 24, 124–125; military
as, 22, 138; shift in size of, 127–129;
suggesting NetApp sell SAN, 148–149;
thinking focused on, 105–107, 131; time
for buying by, 107, 134; understanding,
of start-ups, 26; valuing, after start up,
66–68. See also Enterprise customers
D
Data: Age of, 169; importance of, 168–
169; and legal system, 171–173; lost,
170–171; sources of, 170
Decision-making: and delegating ownership
of decisions, 109–111; focus on
process of, 51–53; management’s options
for, 111–112; team, Dr. Death moment
in, 113–115
Deep Springs College: founding of, 11–
12; lessons learned at, 12–13, 167; ranch
work at, 12, 168; stories told by ranch
manager at, 46, 148
Dell, 36, 180
Diamond, Jared, 65
Dot-com boom: NetApp’s growth during,
63–64; stock price during, 64; wave analogy
for, 76–77. See also Hypergrowth;
Internet
Dot-com bust: decline in sales after, 75,
91; as good for NetApp, 134; layoffs
after, 75–76, 91–93; reasons NetApp
survived, 55–56, 77–78; stock price decline
with, 74, 92
199