I went on to Harvard and got very interested in computers and studying the earth's landscape.
From Jack Dangermond
One thing that has made us so successful is that we've never taken outside investment. That means we can concentrate on what our customers want - not what the stockholders or the VCs want.
I don't understand why young entrepreneurs feel this pressure to take venture capital or go public. Don't get me wrong: Public companies are A-OK with me. I just think there is another way. Staying private is a lot more sane.
GIS started on mainframe computers; we could get one map every five to 10 hours, and if we made a mistake, it could take longer. In the early '90s, when people started buying PCs, we migrated to desktop software.
I can put tweets on a map to show who is saying what where, which could be used for marketing or social research.
Planning a garden, park, building, or city shouldn't be done in an office.
A location-aware tablet will let us use what's called geodesign to compose participatory, what-if scenarios onsite, using maps that several people can share - something we could always do with paper but that's been a challenge with digital maps in the field.
We tell stories with maps about global warming, biodiversity; we can design more livable cities, track the spread of epidemics. That makes a difference.
I am not that good a manager for me to be comfortable borrowing someone else's money.
You have to decide who you are going to serve - stockholders or your customers.
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