Pequenas e ágeis

"For the last 150 years, big companies who have been able to afford big factories were the only ones able to deliver it. Not any more, not in this global, digital, connected economy.

New global small teams can also deliver high quality at a lower cost in many niches. Small teams can source products and ideas faster and more cheaply over the internet than big businesses can. The success of Uber and Airbnb has shown that owning an asset isn't required anymore. Being the person or company that coordinates a tribe of people is more valuable.

Small enterprise can access big factories when they need to, but don't have the overhead when they aren't using them. Smaller is lean but powerful in this economy. Small and lean is faster, more dynamic, cheaper and more flexible. Small is more fun. Small can look very big now. Best of all, small cares.

Small, lean enterprises give the feeling that they are making things for a special type of person rather than a market. Rather than buying things that everyone has, you can have unique things that were made for people just like you."

O mundo económico é cada vez menos um mundo onde todos competem pelo memo pico, e cada vez mais um mundo de muitos e variados picos. Um mundo de nichos. O que chamo de Mongo. Mongo não é para gigantes.

Uma das dificuldades para os incumbentes transitarem da mentalidade do século XX para Mongo é a dimensão. Servir nichos não requer uma dimensão tão grande e encolher é visto como sinal de fracasso.

Recordar:

• "Giants invariably descend into suckiness" (parte XV)
• Mas claro, eu só sou um anónimo engenheiro da província

Trecho retirado de "Key Person of Influence: The Five-Step Method to become one of the most highly valued and highly paid people in your industry" de Daniel Priestley.