Too many organizations try to grow by subscribing to a “more is better” approach. Yes, the original intent of this approach is a good one–when you are starting out, you need to explore your options and figure out what you want to be when you grow up. But all too often we get stuck in this experimentation phase and “Do all the things!” becomes a de facto strategy. Why? Because making strategic decisions is hard and scary. What if you put all your eggs in one basket and you are wrong?? Better to decide not to decide and see how that goes.
However, you started this organization because you want to make an impact. You want to be the best in the world at what you do. But when you avoid focus, you dilute your impact. Your systems break down. And broken systems don’t scale.
Let’s take “John’s Bake Shop.” John has three locations in one city and struggles to keep up with overhead. He’s told himself that more is better and that in order to reach more customers he needs to give them more options. But what if John turned that narrative around? What if he decided to focus on one retail location and make it the best that it could possibly be on product, service, and operations? Then customers would come from miles around to visit his shop and buy his product. John would hardly be able to keep up with demand.
Yes, it’s true that “perfect” is a controversial word in innovation land. “Don’t let perfect get in the way of good enough,” they say. And they are right. They are right when it comes to launching. You have to launch an imperfect product in order to learn. But in order to scale, you do need some perfect. You need to have product, service, and operations that run like a well-oiled machine. Well-oiled machines scale. They travel far.