Unicorns and The Language of Otherness
summary
Argues that calling companies unicorns excuses not learning, because labeling others as different creates psychological debt that must be refactored. Uses the Gartner experience and cultural examples to show big tech aren’t metaphysical exceptions but teams that made different choices. Recommends concrete steps: separate identity from past practices, create new contexts, declare bankruptcy on entrenched assumptions, and treat any difference as a direct signal that there is something actionable to learn.
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