The Difference Between God and Larry Ellison*

1. Ellison's Unconventional Rise: From Outsider to Tech Titan

"My father was not rational. My father believed that if the government said something, the government was always right. And if the police arrested someone, the person was always guilty."

Rejection of Conformity. Larry Ellison's life was marked by a consistent rejection of conventional wisdom and authority. From his refusal to have a bar mitzvah to his disdain for traditional corporate structures, Ellison's path was defined by his unwillingness to conform. This rebellious spirit fueled his drive to create something new and different.

• He was adopted and didn't learn about it until he was 12.
• He was a religious skeptic from a young age.
• His adoptive father told him he would never amount to anything.

Self-Made Success. Ellison's journey was not one of privilege or easy access. He was raised in a middle-class Jewish home on the South Side of Chicago, and his adoptive father constantly told him he would never amount to anything. This fueled his ambition and his desire to prove his father wrong. He never finished college, but he was a voracious reader and a quick study.

A Unique Mindset. Ellison valued intelligence over experience and maturity, often seeking out unruly geniuses instead of solid, steady workers. He was known for his ability to pick up new concepts quickly and for his willingness to challenge conventional thinking. This unique mindset was a key factor in his success.

2. The Power of a Relational Database: Oracle's Core Innovation

"When people saw what this software could do for them—when they understood that knowledge really was power—they lined up to buy it."

Revolutionizing Data Management. Ellison's company, Oracle Corporation, revolutionized the way businesses and government agencies managed information. The relational database software he developed provided quick and easy access to data, something that was not possible with older hierarchical and network databases.

• Hierarchical databases were rigid and slow.
• Network databases were complex and difficult to use.
• Relational databases organized data in tables, making it easier to access and analyze.

The Relational Model. The relational model, based on the work of IBM researcher Ted Codd, allowed users to combine data from different tables to answer unanticipated questions. This was a major breakthrough for businesses that needed to make quick decisions based on complex data.

Knowledge is Power. Oracle's relational databases gave businesses and government agencies something they desperately needed: quick and easy access to information. When people saw what this software could do for them, they lined up to buy it. By the mid-1990s, Oracle software brought order to people's lives in ways they were not even aware of.

3. The Ruthless Pursuit of Success: Ellison's Competitive Edge

"If he hadn't made me rich, I'd probably hate him, because he's obnoxious. He's not nice to people."

Win at All Costs. Ellison's business philosophy was simple: win. He was prepared to do whatever it took to achieve success, even if it meant misleading people about his past, making grand claims for his products, or engaging in ruthless competitive tactics.

• He was known for his arrogance and combative style.
• He demanded absolute loyalty but did not always return it.
• He was capable of both chilling selfishness and inspiring generosity.

A Contradictory Nature. Ellison was a complex and contradictory figure. He was capable of chilling selfishness and inspiring generosity. He could dazzle people with his insights and madden them with his lies. He was a fundamentally shy man who could delight audiences with his colorful speeches. Though he was known for his healthy ego, he often seemed deeply insecure.

The Software Industry's Ethical Void. Ellison's approach to business was shaped by the ethical void that existed in the fledgling software industry. He was prepared to do whatever it took to achieve success, and he helped make the software business what it is today: viciously competitive, sporadically honest, shamelessly hyperbolic, and fabulously profitable.

4. The Art of the Deal: Marketing and Selling the Unseen

"Larry didn't fabricate. Larry just truly believed in everything he said."

The Power of Storytelling. Ellison was a master storyteller, a raconteur who could make even the most mundane details seem exciting and important. He often embellished stories about his past and his company, creating a myth of his own making.

• He often gave people the impression that he grew up in poverty.
• He embellished stories about his past, even while denying them.
• He tended to see the world as he wanted it to be, rather than as it was.

Selling the Unseen. Ellison's greatest skill was his ability to sell the unseen. He could make people believe in the power of relational databases, even though they were complex and difficult to understand. He did this by focusing on the benefits of the technology, not the technology itself.

The Oracle Way. The Oracle Way, to the extent that such a thing existed, was simply to win. How that goal was achieved was secondary. Sometimes Oracle succeeded by writing good programs, delivering them on time, and making sure they worked as promised. But Ellison was also known to make grand claims for his products only to deliver them months or years late or not at all.

5. The Importance of a Partner: The Ellison-Miner Dynamic

"In the realm of technology, I was always willing to listen to what Bob thought."

A Complementary Partnership. The relationship between Larry Ellison and Bob Miner was one of the most important in the history of Silicon Valley. While Ellison was the visionary and the salesman, Miner was the technical genius who made the products work.

• Ellison was the sizzle, and Miner was the steak.
• Ellison peddled the product, and Miner built it.
• Ellison recruited good people, and Miner got them to stay.

Different Personalities, Shared Goals. Ellison and Miner could not have been more different. While Ellison was always performing, always seeking attention, Miner kept his own counsel. While Ellison used his money to buy one fabulous house after another, Miner and his family continued to live in the same San Francisco Victorian that he had bought when he had nothing.

Mutual Respect and Loyalty. Despite their differences, Ellison and Miner respected and admired each other. Ellison valued Miner's technical ability, and Miner was amused by Ellison's antics. They were loyal to each other, and their partnership was a key factor in Oracle's success.

6. The Perils of Unchecked Growth: Oracle's Near Collapse

"We were basically implementers."

The Rush for Market Share. In the early days, Oracle was driven by a relentless pursuit of market share. Ellison was determined to make his company the leader in the relational database market, and he was willing to do whatever it took to achieve that goal.

• The company often made grand claims for its products only to deliver them late or not at all.
• It was known to ship software that was buggy or incomplete.
• It often exaggerated the number of customers it had.

The Cost of Aggression. Oracle's aggressive sales tactics and its focus on growth at all costs eventually caught up with it. The company's financial practices were sloppy, and its customer service was poor. By 1990, Oracle was on the verge of collapse.

A Lesson in Humility. The near collapse of Oracle forced Ellison to confront the consequences of his actions. He had to learn that success was not just about winning but also about building a sustainable business. He had to learn that he could not do everything himself and that he needed to rely on others.

7. The Network Computer Vision: Ellison's Challenge to Microsoft

"I think, perhaps, he saved Western civilization, and he had incredible courage to stand alone and support unbelievably unpopular issues."

A New Kind of Computer. Inspired by the emergence of the Internet and the World Wide Web, Ellison laid out his vision for a new kind of computer: a five-hundred-dollar box that people could use to send electronic mail and crawl around the Web.

• His premise was that personal computers were ridiculously expensive and complex.
• The network computer would not depend on Microsoft software to make it work.
• The price and ease of use of the NC would democratize computing.

A Challenge to Microsoft. Ellison's vision for the network computer was a direct challenge to Microsoft, the dominant force in the personal computer market. He wanted to "stick it to Bill" and create a new kind of computing that would not depend on Microsoft software.

A Visionary or Just Blowing Smoke? The computer press was skeptical of Ellison's vision, and many people doubted that the network computer would ever be a success. But Ellison's idea inspired a lot of companies to begin developing cheap computers, and it helped to shape the future of personal computing.

8. The Human Side of Tech: Love, Loss, and Legacy at Oracle

"I wish I was married. . . . It's nice to go through life with shared experiences."

Personal Struggles. Ellison's personal life was often as tumultuous as his business life. He had been married and divorced three times, and he was known for dating a series of much younger women, most of whom worked at Oracle.

• He longed for close attachments but found them difficult to maintain.
• He thought of Oracle as his family, but it was not an especially close family.
• He had few close friends, and people who had worked with him for years said they hardly knew him.

The Importance of Relationships. Despite his personal struggles, Ellison was capable of showing great concern and tenderness for his friends. He also valued loyalty and was generous with those who were loyal to him.

A Complex Legacy. Ellison's legacy is a complex one. He was a brilliant and innovative businessman who helped to shape the modern world. But he was also a flawed and contradictory figure who often put his own needs ahead of others.

9. The Enduring Power of a Compelling Narrative: Ellison's Greatest Creation

"I do not care so much for the principles I advocate as for the impression which my words produce & the reputation they give me."

The Power of Self-Promotion. Ellison was a master of self-promotion, and he used his skills to create a compelling narrative about himself and his company. He was a master of manipulating public opinion, and he was motivated largely by self-interest.

• He was a masterful manipulator of public opinion.
• He was motivated largely by self-interest.
• His greatest cause, always, was Larry Ellison.

The Importance of a Story. Ellison understood that people are drawn to stories, and he used this knowledge to his advantage. He created a narrative about Oracle that was both compelling and believable, even if it was not always entirely true.

The Enduring Myth. Ellison's story is a myth of his own making. He was a self-made man who overcame adversity to achieve astonishing success. He was a visionary who saw the future of computing before anyone else. He was a ruthless competitor who was prepared to do whatever it took to win. And he was a complex and contradictory figure who was both admired and despised.

Last updated: April 23, 2025