U n d e r dog s Ac t Fa s t a n d I m p r ov e Q u i c k ly · 85
scrap NewCoke entirely, hurting their bottom line deeply. They had to come out with “Coke Classic” and sell it along- side New Coke, and then eventually they quietly retired New Coke ten years later. The privileged also have problems learning frommistakes and improving rapidly. When you’re at the top, everyone has an opinion about what you should and shouldn’t do. Those opinions become deafening and overwhelming. And often, people don’t even truly understand how or why they succeeded in the first place. Success is a very poor teacher—it only teaches you to repeat what you’ve already done. Well, what happens when that stops working, and you have to try something else? It’s not so easy once you have already told yourself that a certain set of beliefs are why you succeeded. It forces you to totally re-examine your beliefs, whichmost people don’t want to do. It’s too threatening. It can compromise their entire identity. You remember Blackberry? They were so important to the American business person they were literally called “crack- berries.” The original Blackberrywas a smartphone, with an actual keyboard on it, so typing was easier for people. They were revolutionary in the 90s, because the on-screen dis- plays weren’t good yet and it was the only way to access and send email effectively from a phone. But then the iPhone
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