The Evolving Superpowers of the Tech Sector
In Silicon Valley’s early days, the ability to build something revolutionary was the ultimate superpower. The engineers behind the personal computer revolution, the pioneers of the early internet, and the creators of mobile-first products all had one thing in common: they had technical expertise at scale.
But times are changing. AI and no-code tools are leveling the playing field, making it easier than ever to bring ideas to life. What once required teams of specialists and months of development can now be prototyped by a single individual in a matter of days or hours. As a result, the real advantage today isn’t in what you build—it’s in how you bring it to the world.
Distribution is now the decisive factor between success and failure. The companies and individuals who understand how to connect with the right audiences, craft compelling narratives, and build lasting relationships will stand apart. That’s why the thesis of this post is how technology companies' edge has shifted from pure technical expertise to the ability to distribute. The question isn’t just who builds the best product—it’s who gets people to care.
This post will give an overview of how superpowers have changed from one tech era to the next and what companies can do in today’s AI era to get ahead.
Winning Skills by Tech Generations
Every major wave of technology has been defined by a dominant skill set that separates the winners from the rest. Let’s examine how this played out across different eras.
The PC Era (1980s-1990s)
Focus: Hardware engineering and operating systems.
Superpower: Technical expertise to assemble hardware and build operating systems (e.g., Apple, Microsoft).
Impact: Only those with deep technical knowledge and resources could participate.
This era marked the birth of personal computing. Companies competed on their ability to create reliable, high-performing hardware and accompanying software. Success required an intimate knowledge of electronics, manufacturing, and system architecture—skills that were scarce at the time.
Engineers capable of solving complex design problems delivered innovations that were simply unattainable to competitors. Their breakthroughs transformed computers from industrial machines into tools for businesses and eventually personal use.
The Dot-Com Era (Late 1990s-early 2000s)
Focus: Building web platforms and connecting a global audience.
Superpower: Backend engineering and scalable infrastructure (e.g., Amazon, eBay).
Impact: Early movers had enormous advantages due to the novelty effects as long as scalable infrastructure was in their DNA.
The rise of the internet unlocked an entirely new arena for tech. The skills that dominated this era were the ability to design scalable platforms that leveraged the web to connect users, provide information, and facilitate transactions.
Engineers and entrepreneurs skilled in backend architecture flourished, creating the foundational infrastructure for e-commerce, search engines, and social networks. These skill sets allowed companies to build platforms capable of handling millions of users.
The novelty of the internet meant there was untapped potential for innovation. Users were flocking online, and the companies that moved quickly captured these new markets first.
The Mobile Era (2010s)
Focus: Mobile-first products and app ecosystems (e.g. Uber and Airbnb).
Superpower: UX/UI design and cross-platform development.
Impact: Enabled smaller teams to compete globally and the growth of the importance of design.
The smartphone revolution demanded a new approach to product design and development. Success hinged on creating intuitive, beautifully designed apps that leveraged the strengths of mobile—portability, GPS, cameras, and touchscreens.
Companies that thrived in this era prioritized user experience. They understood that mobile products required simplicity, speed, and intuitive navigation. Furthermore, integrating and seamlessly navigating the ecosystem requirements of Apple’s App Store and the Google Play store created competitive advantages.
The AI Era (2020s)
Focus: Widespread access to AI-powered tools, no-code platforms, and hyper-automation (winners currently unknown).
Superpower: Distribution and community building.
Impact: More non-technical talent can start to build companies with an advantage for those with existing audiences. Additionally, prices will be driven down, giving more options to consumers.
The current era is unique. Tools like generative AI, no-code platforms, and APIs have lowered the barriers to creating products, making building accessible to almost anyone. Unlike any era before it, competitive advantages lie in distribution as opposed to engineering and product building.
In a saturated market, those who can stand out by building trust, fostering engaged communities, and telling compelling stories will win. Distribution is no longer just a “nice-to-have.” It’s the skill that will separate great companies from great products.
Social platforms have turned into content machines, and those who can win over eyeballs and engage users will have competitive advantages when building businesses off their distribution.
How Companies Can Build Distribution Machines
Shifting to the new superpower of distribution requires companies to embrace new skills. Here are five ways companies can adapt to build a distribution superpower.
1. Master the Art of Storytelling
Products alone don’t sell—stories do. Companies must move beyond simply showcasing features and instead frame their offerings around the idea of, “Here’s how we improve your life.”
How to Do It:
Craft brand messaging that makes people feel something, not just understand something.
Use storytelling across marketing channels—websites, emails, and social media.
Highlight customer stories to make the brand more relatable and credible.
2. Build and Engage Communities
Communities create trust, loyalty, and organic growth—core components of successful distribution. As companies shift from viewing customers as transactional to seeing them as participants in their ecosystem, communities can start to be built. However, this is easier said than done. Creating a group or forum isn’t going to bring engagement. There has to be value for users to consistently come back and engage.
How to Do It:
Generate content that helps users feel they are gaining value and have a desire to contribute to the conversation.
Foster user-generated content that makes the community feel valued.
Foster authentic interactions—respond, interact, and engage consistently.
3. Leverage Existing Platforms
Success in distribution comes from knowing where your audience already spends their time and meeting them there. Instead of trying to pull audiences to you, meet them where they already are and build a consistent presence. For example, Duolingo has successfully grown its brand by creating viral, humorous content tailored to TikTok’s unique culture.
How to Do It:
Embrace platform-specific strategies (e.g., TikTok for younger audiences, LinkedIn for professional content).
Partner with influencers or existing communities.
Stay ahead of platform trends.
4. Prioritize Personalization at Scale
People are more likely to engage when content feels tailored for them specifically. Evolve from one-size-fits-all marketing to personalized, data-driven communication. Spotify’s annual “Wrapped” campaign makes users feel special by turning their listening data into shareable, personalized stories.
How to Do It:
Analyze user preferences and behaviors and segment your users.
Deliver hyper-personalized content, ads, and recommendations.
Send segmented communications that are relevant at the right time (e.g., onboarding emails tailored to specific user behaviors).
5. Combine Product Excellence with Audience Centricity
Distribution strength amplifies great products but can’t fix bad ones. Companies still need to start with a foundation of product excellence. However, distribution should be viewed as an extension of product development. A great example of this is Figma, which integrated community-building into launches, earning massive word-of-mouth distribution.
How to Do It:
Involve users early in the development process.
Treat product and distribution as intertwined functions.
Create built-in network effects that encourage organic spread.
Conclusion
The AI era has fundamentally changed the playing field. The dominant skills of each tech generation have evolved in response to market needs.
In a world where anyone can build, distribution is the last remaining edge. Companies that master storytelling and community-building will thrive. Those who assume good products alone will sell themselves will be left behind.
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