That culture comes from the Darwinian selection of the marketplace. If you make chips, after you tape out, the design organization must absolutely turn their f

That culture comes from the Darwinian selection of the marketplace. If you make chips, after you tape out, the design organization must absolutely turn their focus to creating the chip that will obsolete it or someone else will eat your lunch. In a hardware organization, long attention span is a liability, not an asset. With software, the road to success is incrementally increasing your value to the customer with each successive release. You are in it for the long game, and if you do not have the attention span to achieve a long-term vision, coupled with the ability to deliver incrementally on that vision, you will lose. Having worked on the software side of a predominantly hardware company, I can tell you first hand how hard it is to get someone whose background is physical chemistry to grok anything to do with user-level software. They have been selected for a short attention span, and are good at their job because of the short attention span. This is at odds with the needs of software product management.