{"id":1892,"date":"2021-08-28T09:50:32","date_gmt":"2021-08-28T09:50:32","guid":{"rendered":"https:\/\/ruizhidong.com\/?p=1892"},"modified":"2021-08-31T17:30:37","modified_gmt":"2021-08-31T17:30:37","slug":"scaling-a-b2b-saas-business-and-the-stages-of-growth","status":"publish","type":"post","link":"https:\/\/ruizhidong.com\/scaling-a-b2b-saas-business-and-the-stages-of-growth\/","title":{"rendered":"Scaling a B2B SaaS Business and the Different Stages of Growth"},"content":{"rendered":"\n
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I’ve just re-read Ben Horowitz’s excellent book, Hard Thing About Hard Things<\/strong>.<\/p>\n\n\n\n

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One of the things that Ben was talking about is diving the stages that a start up goes through.<\/p>\n\n\n\n

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For example, for a well established company, having more than 3 initiatives per quarter will probably be too much.<\/p>\n\n\n\n

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On the other hand, if you’re a small start up, nothing will happen unless you make it happen<\/em>. You need to have at least 8+ initiatives per day just to stay still. Without massive input from you, the company will not move.<\/p>\n\n\n\n

Jeff Bezos talks about essentially the same thing here<\/a> where he says an executive is paid to make a small number of high quality decisions, not thousands of decisions daily. On the other hand, it’s very different when you’re a start up company. <\/p>\n\n\n\n

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