Unfortunately, I’m continuing my series of mediocre books. This one discusses strategic inflection points, those times for a business when its fundamentals are about to change. For instance, with Intel the point where they decided to phase out its memory chip business for microprocessors was strategic. While I found this fairly interesting, I was disappointed that it was so focused on looking backwards: a lot of stuff about how to look back and tell when an inflection point occurred but very little about how to determine when one is happening or how to react to one.
I think my current company is in the midst of an inflection point right now. Not a market-driven one as discussed in the book, but an internal one. Our main product wasn’t designed to be scalable, but we are now trying to sell it into enterprise sites. Needless to say, it isn’t going as smoothly as you’d hope. There has been a lot of talk around the choices: do we rewrite or rearchitect? Clearly the resulting decision will dramatically affect the future of the company, but which way to go?
I’m often credited with the motto, “Only the paranoid survive.”
No comments:
Post a Comment