是的。例如，Google同时开发了两个设备操作系统：Android和Chrome。当Google收购了Andy Rubin和他的创业公司Android Inc.时，Andy被当做是Google内部的创业家专注于这次实验，并对Larry Page负责。从Google的企业资源的角度来看，只要项目能成，Andy需要什么都会得到保证。

　　Andy wanted Android to stay cohesive and focused. So for example, only Android employees’ badges would grant access to the Android office; general Google employees couldn’t get in. The Android team didn’t run its software through Google’s standard code review process. Andy also wanted to be able to cut different deals with mobile operators—whatever it took to get his project off the ground—without a cross-check. In a completely different initiative, Chrome was developed in C++ (Android was developed in Java) and focused on laptops and browsers, rather than phones. Google could have handled that differently, by bundling Android and Chrome into one project, coherently attacking the device OS opportunity. But it chose instead to multi-thread, hiring the best person for the project, giving him the tools to get the job done, and letting him run a completely separate project and develop his own playbook.

　　Andy希望Android保持连贯和专注。例如，只有Android员工的徽章才能授予对Android办公室的访问权限; 一般的Google员工无法进入。Android团队开发的软件不通过Google的标准代码审查流程。Andy还希望能够与不同的移动运营商达成不同的交易，无论什么代价只要能让他的项目起飞— 无需公司再确认。在一个完全不同的计划中，Chrome是以C ++开发的（Android是由Java开发的），专注于笔记本电脑和浏览器，而不是手机。其实Google也可采取不同的方式处理这种情况，将Android和Chrome捆绑到一个项目中，更协同一致地进攻设备操作系统的机会。但是，它选择了多线程，雇用了这个项目的最佳人选，给他工具完成工作，让他运行一个完全独立的项目，并开发自己的剧本。

　　HBR：One of the questions I’ve heard you ask is, What can you ignore? And maybe the flip side of that is, At each stage, what first-order problems are you solving?

　　我听到你问的有一个问题是，你能忽略什么？或许，这个问题的另一面是：在每一个阶段，什么是最重要的问题？

　　One of the metaphors that I use for start-ups is, you throw yourself off a cliff and assemble your airplane on the way down. If you don’t solve the right problem at the right time, that’s the end. Mortality puts priorities into sharp focus.

　　对于初创公司，我经常使用的比喻之一是，你把自己从悬崖上扔下来，在下降的过程组装你的飞机。如果您在正确的时间没有解决正确的问题，游戏就结束了。死亡率取决于你的专注程度。

　　When you’re blitzscaling, a whole bunch of things are inevitably broken, and you can’t work on them all at once. You have to triage. You fix the things that will get investors to give you more cash. The lift that capital provides means you have a longer time in the air to get things right. You’re unlikely to get your plane to fly on your first capital lift or even your second. A general principle of management is that if you have team dynamics problems, you fix them right away. But in blitzscaling, you’re adding those challenges all the time. And you’re moving so fast that today’s problems aren’t going to be the same as tomorrow’s. The operation is always patched together and kind of ugly and held together with duct tape. So maybe you ignore the team’s dysfunction for a while.