We need to understand whether the software systems we build will eliminate the potential for entire populations to experience shared prosperity and provide equal access to technology. Historically, companies faced with a decision between completing a strategic objective that drives market dominance and revenue and one that potentially slows momentum toward that goal have opted for speed and shareholder value.
This is more a law of nature than anything else. With so many factors affecting outcome (timing, competition, limited resources, etc.) we have to make priorities. That can often mean focusing on a smaller group with money before "building for all." After some success. Then you can build for all — or at least work towards it.
One example of this is Tesla, who started with the Roadster (a very niche market), and then the Model S (a luxury vehicle). It was only through that path could Tesla reach a point where it could have a viable mass-market-ish strategy (Model 3).
The point: Sometimes you have to focus on a few and be successful there; only then areare you in a position to build for all (resources, infrastructure, etc.).
