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"I Guess We're A Services Company"
Product
- Fewer jobs-to-be-done. Focus on just 1-2 jobs-to-be done that are shared by many clients. The more jobs, the harder to productize. You can always expand.
- Scalable access. Find and tap into high-quality talent channels. Mechanical Orchard did this with the Pivotal Labs network (CEO Rob Mee used to run that company). Where’s your leg up?
- Piggyb
The Death of the Big 4: AI-Enabled Services Are Opening a Whole New Market
Rather than trying to improve them, the most exciting health tech companies will ignore the parts of healthcare that have become obviously anachronistic, actively discarding convention. The seeds of this difference have been sown in a handful of companies started in the last few years. They are painstakingly taking relationships from incumbents, wi... See more
Nikhil Krishnan • Things I’m Thinking About In Healthcare Part 1
Techno-Industrials are addressing larger markets than most software companies can.
They use whichever tools they need to provide better solutions to key bottlenecks with better unit economics than incumbents.
They are more capital efficient than most investors expect.
And they have to be more strategically sound than the average software company.
B... See more
They use whichever tools they need to provide better solutions to key bottlenecks with better unit economics than incumbents.
They are more capital efficient than most investors expect.
And they have to be more strategically sound than the average software company.
B... See more
Better Tools, Bigger Companies
The large incumbent players (e.g. United, Humana) are largely built for a fee for service environment, and they’re best positioned to succeed in fee for service.
Steve Hardgrove • The Disruptors, Part 1: DTC Insurance
