Business Scalability Quotes

You get what you design for. Chester, your peer in Development, is spending all his cycles on features, instead of stability, security, scalability, manageability, operability, continuity, and all those other beautiful ’itties.

Learn the language you need. Learn the language of business (accounting) Learn the language of scalability (programming) Learn the language of entrepreneurship (influence)

It is one thing when prices drift downward over time due to innovation, scalability or other efficiencies. This might be considered “good” deflation and is familiar to any contemporary consumer who has seen prices of computers or wide-screen TVs fall year after year. It is another matter when prices are forced down by unnecessary monetary contraction, credit constraints, deleveraging, business failures, bankruptcies and mass unemployment. This may be considered “bad” deflation. This bad deflation was exactly what was required in order to return the most important currencies to their prewar parity with gold.

Next, name your scalable product or service. Naming your offering gives you ownership of it and helps you differentiate it from those of potential competitors.

Most small businesses are built on heroic effort. Someone always steps up. Someone always pulls through. That’s admirable — but it’s not scalable. Heroes burn out. Heroes leave. Heroes eventually become the bottleneck.

Starting a successful business is not tricky. Starting a successful business does not require above average intelligence. Starting a successful business does require having a pig-headed, purpose-driven tenacity about achieving your life goals and fulfilling your life's vision through providing products and services that offer uncompromising quality in a scalable and duplicatable way.

PEACETIME CEO/WARTIME CEO Peacetime CEO knows that proper protocol leads to winning. Wartime CEO violates protocol in order to win. Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive. Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs. Peacetime CEO spends time defining the culture. Wartime CEO lets the war define the culture. Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six. Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid. Peacetime CEO strives not to use profanity. Wartime CEO sometimes uses profanity purposefully. Peacetime CEO thinks of the competition as other ships in a big ocean that may never engage. Wartime CEO thinks the competition is sneaking into her house and trying to kidnap her children. Peacetime CEO aims to expand the market. Wartime CEO aims to win the market. Peacetime CEO strives to tolerate deviations from the plan when coupled with effort and creativity. Wartime CEO is completely intolerant. Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone. Peacetime CEO works to minimize conflict. Wartime CEO heightens the contradictions. Peacetime CEO strives for broad-based buy-in. Wartime CEO neither indulges consensus building nor tolerates disagreements. Peacetime CEO sets big, hairy, audacious goals. Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand. Peacetime CEO trains her employees to ensure satisfaction and career development. Wartime CEO trains her employees so they don’t get their asses shot off in the battle. Peacetime CEO has rules like “We’re going to exit all businesses where we’re not number one or two.” Wartime CEO often has no businesses that are number one or two and therefore does not have the luxury of following that rule.

Similarly, product managers must be problem solvers as well. They are not trying to design the user experience, or architect a scalable, fault‐tolerant solution. Rather, they solve for constraints aligned around their customer's business, their industry, and especially their own business. Is this something their customers need? Is it substantially better than the alternatives? Is it something the company can effectively market and sell, that they can afford to build, that they can service and support, and that complies with legal and regulatory constraints?

The demands of customer discovery require people who are comfortable with change, chaos, and learning from failure and are at ease working in risky, unstable situations without a roadmap. In short, startups should welcome the rare breed generally known as entrepreneurs. They’re open to learning and discovery—highly curious, inquisitive, and creative. They must be eager to search for a repeatable and scalable business model. Agile enough to deal with daily change and operating “without a map.” Readily able to wear multiple hats, often on the same day, and comfortable celebrating failure when it leads to learning and iteration.

The appropriate milestones measuring a startup’s progress answer these questions: How well do we understand what problems customers have? How much will they pay to solve those problems? Do our product features solve these problems? Do we understand our customers’ business? Do we understand the hierarchy of customer needs? Have we found visionary customers, ones who will buy our product early? Is our product a must-have for these customers? Do we understand the sales roadmap well enough to consistently sell the product? Do we understand what we need to be profitable? Are the sales and business plans realistic, scalable, and achievable? What do we do if our model turns out to be wrong?

6. Do you know how you will get predictable sales? I don’t mean to overwhelm you just yet, but your sales process has to be scalable. For most people, Amazon is the easiest place to start. We’ll cover that later. Unless you have a different way to collect sales consistently, then Amazon will be your starting place. 7. What will be products two, three, and four? Do you know what your follow-up products are going to be? If you don’t know what else you might sell to your person, then you’re not ready to move on. Your job will be to roll out products for that same customer as quickly as possible and as fast as you can comfortably handle them for the first year. Having an idea of your subsequent products will put you far ahead in the process.

a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.

Todo.ly is an online to-do list and task manager. The founders had a goal to reach millions of new users and make Todo.ly widely available as a web application. They succeeded in securing a partnership with Google Chrome and were able to leverage their 200 million user database to help them achieve their one-year growth goal in just three weeks: ● 1000% increase in average daily traffic ● 780% increase in user base ● 400,000 new tasks each month The key was that the Chrome platform was brand new and the Todo.ly application was submitted three to four months prior its launch date. As the Todo.ly app was exactly what Google was looking for to add to the Chrome Webstore, they have contacted the founders and asked for an integrated two clicks login through Google OpenID. Todo.ly has implemented that and became featured from day one. There was a huge marketing campaign around the Chrome Webstore, TV spots, prints, and press conference. Peter Varadi, the founder of Todo.ly, shared his advice based on his personal experience: “Look for new waves of technology, new platforms that are expected to be used by a massive number of people and try to be on that platform as one of first.” In Todo. ly case, it was clearly visible that Chrome had 200 million users already and when they launched their webstore, they would obviously put it front of all their users. Google needed web apps to fill their webstore for the launch and they opened the app submission process a few months earlier. That was a timely opportunity for Todo.ly to jump in. What could be your new wave and chance?

access to assets, rather than ownership, provides flexibility and scalability without having to commit to a particular path

In conclusion, smaller companies with a limited budget might opt for open source platforms. Larger, more established, and more demanding companies would typically go with a commercial platform, enabling them to connect their different applications under the same roof. Companies with high growth objectives should leverage scalable cloud-based platforms.

Smart endpoints and dumb pipes: Each microservice is developed for a well-defined scope. Once again, the best example is Netflix.42 Netflix started with a single monolithic web application called netflix.war in 2008, and later in 2012, as a solution to address vertical scalability concerns, they moved into a microservices-based approach, where they have hundreds of fine-grained microservices today. The challenge here is how microservices talk to each other. Since the scope of each microservice is small (or micro), to accomplish a given business requirement, microservices have to talk to each other. Each microservice would be a smart endpoint, which exactly knows how to process an incoming request and generate the response.

When you talk to people who have scaled a business—and we have talked to many, at length and in depth—you begin to uncover some counterintuitive truths about scaling: The best, most scalable ideas are often the ones that seem the most implausible. An encounter with resistance at the start of your journey is a good thing. Early, honest feedback from the right people will have an outsized impact on helping you refine your idea. Doing things that don’t scale—especially at the earliest stages—can set you up for dramatic scale later on. Even if everything you thought you knew turns out to be wrong, you can still achieve your goals—as long as you accept the truth and adjust your plan.

What is Outsourcing? "Outsourcing" is the short form of the English word Outside Resourcing. The term outsourcing was first coined around 1989 and was first seen as a business strategy. Later in the 1990s, this subject was included as an important component of business economics. Since then people started to have various interests in outsourcing. Out means 'Outside' and source means 'Source'. In other words, the whole meaning of Outsourcing is "to bring work from an external source". Here are the key aspects of outsourcing: 1. Opportunities: It can encompass a wide range of functions including customer support, information technology services, human resources functions, manufacturing, accounting, marketing, and more. 2. Benefits: Outsourcing offers several benefits including cost savings, access to specialized skills and technology, increased efficiency, scalability, and ability to focus on core competencies. 3. Global Reach: Outsourcing is not restricted by geographical boundaries. That's why companies can engage service providers from around the world to access global talent pools and cost advantages. 4. Types of Outsourcing: Outsourcing can be divided into several categories. Such as Business Process Outsourcing (BPO), Information Technology Outsourcing (ITO), Knowledge Process Outsourcing (KPO), and many more depending on the nature of the service being outsourced. 5. Challenges: Although outsourcing can offer many benefits. It also presents challenges related to data security, communication, cultural differences, and the need for effective management of outsourcing relationships. 6. Outsourcing model: Companies can choose from several outsourcing models, including offshoring (outsourcing to a service provider in another country), nearshoring (outsourcing to a service provider in a nearby country), and onshoring (outsourcing to a service provider within the same country). Outsourcing means the process of taking the work of an organization or company from an external source. For example – “You Can't find any qualified person within the company to do a job in your company. So you offer some money to an outside freelancer to do the job and he agrees to do the job. Well, that's called outsourcing”. Simply put, outsourcing is basically the payment you pay a freelancer to do the work they are good at.

What is Outsourcing? "Outsourcing" is the short form of the English word Outside Resourcing. The term outsourcing was first coined around 1989 and was first seen as a business strategy. Later in the 1990s, this subject was included as an important component of business economics. Since then people started to have various interests in outsourcing. Out means 'Outside' and source means 'Source'. In other words, the whole meaning of Outsourcing is "to bring work from an external source". Here are the key aspects of outsourcing: 1. Opportunities: It can encompass a wide range of functions including customer support, information technology services, human resources functions, manufacturing, accounting, marketing, and more. 2. Benefits: Outsourcing offers several benefits including cost savings, access to specialized skills and technology, increased efficiency, scalability, and ability to focus on core competencies. 3. Global Reach: Outsourcing is not restricted by geographical boundaries. That's why companies can engage service providers from around the world to access global talent pools and cost advantages. 4. Types of Outsourcing: Outsourcing can be divided into several categories. Such as Business Process Outsourcing (BPO), Information Technology Outsourcing (ITO), Knowledge Process Outsourcing (KPO), and many more depending on the nature of the service being outsourced. 5. Challenges: Although outsourcing can offer many benefits. It also presents challenges related to data security, communication, cultural differences, and the need for effective management of outsourcing relationships. 6. Outsourcing model: Companies can choose from several outsourcing models, including offshoring (outsourcing to a service provider in another country), nearshoring (outsourcing to a service provider in a nearby country), and onshoring (outsourcing to a service provider within the same country). Outsourcing means the process of taking the work of an organization or company from an external source. For example – “You Can't find any qualified person within the company to do a job in your company. So you offer some money to an outside freelancer to do the job and he agrees to do the job. Well, that's called outsourcing”. Simply put, Outsourcing is basically the payment you pay a freelancer to do the work they are good at. Please Visit Our Blogging Website to read more Articles related to Freelancing and Outsourcing, Thank You.

What is Outsourcing? "Outsourcing" is the short form of the English word Outside Resourcing. The term outsourcing was first coined around 1989 and was first seen as a business strategy. Later in the 1990s, this subject was included as an important component of business economics. Since then people started to have various interests in outsourcing. Out means 'Outside' and source means 'Source'. In other words, the whole meaning of Outsourcing is "to bring work from an external source". Here are the key aspects of outsourcing: 1. Opportunities: It can encompass a wide range of functions including customer support, information technology services, human resources functions, manufacturing, accounting, marketing, and more. 2. Benefits: Outsourcing offers several benefits including cost savings, access to specialized skills and technology, increased efficiency, scalability, and ability to focus on core competencies. 3. Global Reach: Outsourcing is not restricted by geographical boundaries. That's why companies can engage service providers from around the world to access global talent pools and cost advantages. 4. Types of Outsourcing: Outsourcing can be divided into several categories. Such as Business Process Outsourcing (BPO), Information Technology Outsourcing (ITO), Knowledge Process Outsourcing (KPO), and many more depending on the nature of the service being outsourced. 5. Challenges: Although outsourcing can offer many benefits. It also presents challenges related to data security, communication, cultural differences, and the need for effective management of outsourcing relationships. 6. Outsourcing model: Companies can choose from several outsourcing models, including offshoring (outsourcing to a service provider in another country), nearshoring (outsourcing to a service provider in a nearby country), and onshoring (outsourcing to a service provider within the same country). Outsourcing means the process of taking the work of an organization or company from an external source. For example – “You Can't find any qualified person within the company to do a job in your company. So you offer some money to an outside freelancer to do the job and he agrees to do the job. Well, that's called outsourcing”. Simply put, Outsourcing is basically the payment you pay a freelancer to do the work they are good at. Please Visit Our Blogging Website named (Bhairab IT Zone) to read more Articles related to Freelancing and Outsourcing, Thank You.

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The individual leaders at both Microsoft and Accenture are clearly transformational leaders who have been devoted to this partnership since the beginning. Microsoft partnered with Accenture in 2007. The initial 7-year agreement spanned 90 countries and 450 individual roles. Within 18 months, the partnership designed and implemented a global set of standardized processes across 92 countries, improved internal controls and compliance, improved scalability and reduced costs by 35 per cent. In 2009, the partnership was extended to include more accounts payable and buy centre processes. The contract was worth $330 million in 2012 and was extended until 2018. Five years into the BPO relationship, the partners continue to innovate Microsoft’s financial, accounting and procurement processes. In 2010–2011, for example, the partners moved 25 international subsidiaries from manual invoicing to electronic invoicing. The partners implemented new tools that increased transparency by allowing Microsoft’s business users to see every dollar spent and timely

definition of a startup as ‘a temporary organisation in search of a scalable, repeatable, profitable business model’.

An entrepreneur is someone who exploits an innovative idea—one that he develops, or copies, improves, or rents—to start a profit-seeking, scalable business that successfully satisfies demand for a new or better product.

Microsoft Dynamics 365 Supply Chain Management Solutions Optimize your supply chain with Dynamics 365 Supply Chain Management. Our Microsoft expertise ensures efficient supply chain management. Introduction to Dynamics 365 Supply Chain Management In today's fast-paced business environment, managing a supply chain efficiently is crucial for success. Microsoft Dynamics 365 Supply Chain Management offers a comprehensive solution designed to streamline and enhance your supply chain operations. With our expertise in Microsoft technologies, we can help you achieve operational excellence and meet your business goals. Key Features of Dynamics 365 Supply Chain Management End-to-End Visibility: Gain complete visibility into your supply chain processes, from procurement to delivery. Real-Time Insights: Utilize advanced analytics and AI to make data-driven decisions. Seamless Integration: Integrate seamlessly with other Microsoft Dynamics 365 applications and third-party systems. Scalability: Easily scale your operations as your business grows. Enhanced Collaboration: Improve collaboration across departments with a unified platform. Benefits of Using Dynamics 365 Supply Chain Management Increased Efficiency: Automate and optimize your supply chain processes to reduce manual efforts and errors. Cost Savings: Identify cost-saving opportunities through better inventory management and demand forecasting. Improved Customer Satisfaction: Ensure timely delivery and high-quality products to enhance customer satisfaction. Risk Management: Mitigate risks by monitoring and managing potential disruptions in real-time. Why Choose Us? With our extensive experience in Microsoft Dynamics 365, we are committed to providing top-notch supply chain management solutions tailored to your business needs. Our team of experts will work with you to implement and optimize Dynamics 365 Supply Chain Management, ensuring you get the most out of your investment. Get Started Today Transform your supply chain with Dynamics 365 Supply Chain Management. Contact us today to learn more about how we can help you achieve a more efficient and effective supply chain.

To build brand assets, focus on three key areas: the philosophy, the identity and the ambassadors of the brand.