Future Generali

How does an organisation that wants to hyper-scale build its culture?

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Rakesh Wadhwa:

You have a great idea, and you're starting a company, it's a billion dollar idea with a global vision and you want to hyper scale it in a short period and capital is also available. So how would you go about building culture in an organization like that? Because this is what a lot of people today are aspiring for leasing businesses today, being prepared to hyperscale, which is a very different context from what businesses in the past have been.

 

Tom Peters:

There's no law that was handed down by Moses is the 11th commandment, which says you have to scale it as fast as you can. I want great products then scale it. And yeah, some of your money, people are not going to buy that act. But let's take a company that has done rather well called Apple computer or Apple as it is now. Steve jobs produced amazing products. He was under incredible financial pressure from time to time. Steve jobs never introduced one big product on time. His big products usually we're late by one to two years because he would not let a product into the marketplace until it was ready to be a product that would change the world. And that is an awful lot of the answer. I have got a billion dollar idea. It sounds really cool. I'm going to have 10 venture capitalists who want to invest. I'm going to interview them. And I want to tell them that I have got a great idea and a great product, but it is only going to be great if we take our time and introduce it relatively slowly and improve it and improve it and improve it until it becomes something that can change the world.

 I wish the term scale, it had never been invented. Don't scale, bad stuff. Don't scale stuff. That is like opening up a restaurant when you didn't have any money. And so all the food is moldy and half the people come the first night get sick and die.

That is not smart. Don't scale it.

 

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