"I think the support of the other team at AOL and everybody's really shared passion and belief about this and - saying that some day everybody was going to be on line"
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Case is selling inevitability as a management tactic, and he does it in the softest possible language. The sentence looks like a stammered reminiscence, but it’s engineered: “support,” “shared passion,” “belief.” Those are not metrics; they’re morale. In the early AOL years, when “online” still sounded like a hobby for nerds and corporations treated the internet as a side bet, you didn’t recruit talent with today’s stock-based swagger. You recruited with a quasi-missionary pitch: we’re not just building a product, we’re joining a future.
The interesting move is how he frames internal politics. “The other team at AOL” hints at factions, skeptics, maybe traditional media instincts versus tech instincts. Instead of litigating who was right, he retrofits harmony: everyone “really” believed. That’s classic founder memory, smoothing over conflict to create a usable origin story. It also signals a particular kind of Silicon Valley power: the ability to turn uncertain technological adoption into a moral cause. If you can convince people “some day everybody” will do something, you’re not arguing about whether your interface is good; you’re arguing that history itself is on your side.
And “on line” matters. This is pre-everything being online, when connectivity was not ambient but aspirational. Case’s intent is less to celebrate a technical breakthrough than to validate a cultural wager: the internet as mass consumer destiny. It works because it recasts risk as faith, and faith as teamwork.
The interesting move is how he frames internal politics. “The other team at AOL” hints at factions, skeptics, maybe traditional media instincts versus tech instincts. Instead of litigating who was right, he retrofits harmony: everyone “really” believed. That’s classic founder memory, smoothing over conflict to create a usable origin story. It also signals a particular kind of Silicon Valley power: the ability to turn uncertain technological adoption into a moral cause. If you can convince people “some day everybody” will do something, you’re not arguing about whether your interface is good; you’re arguing that history itself is on your side.
And “on line” matters. This is pre-everything being online, when connectivity was not ambient but aspirational. Case’s intent is less to celebrate a technical breakthrough than to validate a cultural wager: the internet as mass consumer destiny. It works because it recasts risk as faith, and faith as teamwork.
Quote Details
| Topic | Internet |
|---|---|
| Source | Help us find the source |
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