“The Hardest Coordination Problem on Earth”

From ramping up their infrastructure and processes so that they’re able to hire at least a person-a-week to building a product or service that works across multiple markets and languages, to fretting about company culture and values which can easily get watered down or even lost as a startup goes into hyper-growth mode, scaling a business can be a

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Wilke’s secret to success? A culture of operational excellence—built on lean manufacturing, statistical process control, the theory of constraints, and purpose-built software.‡ Lean manufacturing, of course, came from the Toyota Way, the fusion of Deming’s and Japan’s “East meets West” ideas and practices. Statistical process control, too, comes st

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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.

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Many software companies are started opportunistically, so their product roadmaps are evolutionary. But the CEO and co-founder Parker Conrad built Rippling through intelligent design. Each product has a whitepaper, each funding round has a written memo. Releasing these memos publicly means Rippling is unafraid of competition: if you give your produc... See more