![]() Almost 20 years of feature creep had made Word, in particular, feel especially sluggish, and even the product’s newer tools were buried beneath confusing, increasingly crowded menu bars. By 2013, Microsoft Office had more than 1 billion users worldwide and had generated profits of almost $16 billion in 2012.īut as ubiquitous as Office was, the product itself was becoming bloated–a problem Microsoft had struggled with for years. Google was making headway with its Drive and Apps products, but Microsoft’s Office suite of products was still the dominant force in work-based productivity tools. The combination of these two factors created the ideal environment for Quip.Īs profoundly as the shift to mobile computing and cloud-based storage had disrupted consumer technology, they had much less of an impact in the world of work–at least at first. More and more products and services were moving to the cloud, which had a powerful impact on app and product development at the time. By 2013, more than an exabyte of data-the equivalent of a billion gigabytes-was already stored in the cloud. The other defining technological paradigm at that time was the ongoing migration to the cloud. Google’s Android platform was enjoying a similarly impressive year, accounting for almost 75% of mobile device sales worldwide with more than 156 million devices sold in Q1 of 2013 alone. Apple’s sixth-generation iPhone 5 was selling incredibly well, with preorders of the iPhone 5 selling out 20 times faster than its iPhone 4 and 4S predecessors. 2013-2014: A Social Word Processor for the Mobile Ageīy 2013, the mobile revolution had completely transformed the landscape of consumer technology. At that time, two paradigm shifts were already transforming how and where we worked–the explosive growth in mobile and the migration to the cloud–shifts that Taylor and Gibbs were ready for. When Quip launched in 2013, the landscape of the productivity software market was very different. How the clarity of Taylor and Gibbs’s vision for the product allowed them to effectively predict the future and begin to create it. ![]() ![]() How Quip’s founders aligned the timing of the product with emerging trends in the broader productivity market to great effect.Why Taylor and Gibbs’s experiences at Google and Facebook were pivotal to the concept and success of Quip as a product.Here are a few key things about Quip that’ll be covered in this article: This experience translated into an incredibly strong starting point for the company and a clearly defined vision for what the product should be, both of which Taylor and Gibbs leveraged to drive growth very quickly. Taylor and Gibbs had already worked on successful, deeply engaging social products at Facebook and Google, experiences that allowed the two founders to successfully anticipate how social would transform the workplace. The two founders wanted to build a truly mobile-first social productivity tool that would give people the freedom to collaborate on documents with anyone right from their mobile devices. Taylor and Gibbs’s experiences building social products were instrumental in Quip’s development. Quip is a strong product with a loyal, growing following, but its growth isn’t merely the result of good design or an urgent need in the marketplace. Quip has grown rapidly since being founded six years ago. They wanted to redefine the entire concept of online documents and how people worked together. When Bret Taylor and Kevin Gibbs founded collaborative document-editing platform Quip in 2013, they didn’t just want to build a better word processor.
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