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The technical term for this property is “scale free,” meaning that the thing is basically the same no matter what size it is. This gives you the magic of what I call “scale-free scalability,” meaning you can scale up or down following the same principles independently of where you are scalewise, which is exactly what you want in order to build something huge with ease.
How Big Things Get Done
Bent Flyvbjerg and Dan Gardner
If you’re only responsible for a part of the user experience, and not the whole thing, then you should think through the core benefits you can offer users (i.e. the value proposition from JTBD), and how you can reinforce these benefits in ways that competitors will find difficult to replicate.
This can take the format:
*[Imagined feature] might offer [core customer benefit], whilst being difficult to copy because [hard-to-copy superpower].*
**Example**
**Smart locks** on home dramatically improve guest experience (never lose key) and host safety (change code for every stay). This is difficult for competitors to copy because integrating hardware and software at scale and cross-platform is a huge task.
How to Write a Product Strategy in 1 Day / 1 Week / 1 Month
Aakash Gupta
The primary challenge in business is how to enable a group of people to work together effectively to deliver value to customers. **Value is defined as benefit compared with cost.** Large organizations tend to organize people into functional groups and hand work across in a sort of relay race from customer need to customer satisfaction. The problem with these functional silos is they end up operating not as a single relay team but as entirely separate teams that train independently and may have differing goals.
Silos are effective for personnel management but not for cross-organizational flow.
Understanding Work as a Flow
IT Revolution
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