A sudden, major event in the world (such as a natural disaster or unexpected election result) causes donations to flood in to an organization at an unprecedented scale, requiring a massive, immediate response.They do, however, sometimes face the need and have the opportunity to scale up rapidly. You could argue that nonprofits are fundamentally different from for-profits when it comes to scaling-that they don’t face the same competitive pressures and potential for massive investment (and returns).
Rather, they are about blazing-speed business model innovation-a process my co-instructors and I call “technology-enabled blitzscaling” in the class we teach at Stanford.
Yet as models for nonprofits seeking to scale up quickly, the lessons we can glean from them aren’t so much about geography, local cultures, or even stunning technology. By relying on his experience and on his network in the Silicon Valley, the author illustrates his analysis with numerous examples, often surprising, sometimes difficult to replicate, always useful to open up to new ways of considering company management.Of the 13 publicly traded technology companies worth more than $100 billion, six are headquartered in Silicon Valley. It then reviews what this entails in business management terms-with often-unorthodox practices. It identifies the business model conditions that enable such a strategy. The book first presents the logic behind the blitzscaling strategy-that is the development of the organization at a phenomenal pace to outpace competitors. This leads them to frequently adopt practices that diverge from commonly accepted precepts in sound business management: use of far from optimal solutions to resolve an issue rapidly rather than perfectly, giving up on managing up the crises as long as they don’t slow down the acquisition of new clients, etc. The commonality that characterizes them is their determination to make speed of growth their top priority. What enabled Airbnb to dominate, or even to revolutionize the tourism industry in less than 5 years? Or Facebook to reach one billion users 8 years after being created on a student’s computer in a Harvard dorm? Reid Hoffman, co-founder of PayPal and LinkedIn, consultant to start-ups, shares in this book the approaches devised by “ hypergrowth” champions.
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