Risk of becoming too subcontracted
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There is a big gap between a worldview that anyone can reach to some extent by researching and a solution that can continue to be executed and iterated by hitting the customer's issues. The ability to increase the speed and likelihood of reaching the latter is what is being tested in the world.
When doing enterprise work, the customer's pain points need to be clarified at the department level, not at the company level, and who the decision makers and execution-related departments are and what their intentions are. Otherwise, it becomes a meaningless fantasy. On the other hand, if you cater too much to the customer, you lose versatility. It's really difficult to determine the borderline here. It's not so much about product KPIs as it is about strategic hypotheses and their revisions. What is being stocked?
On the other hand, there are machine learning companies that are really just subcontractors, or companies that seem to be stocking but can be removed at any time. Parksha and HEROZ are exceptional in their structure.
From now on, I think it's not so much about subcontracting or SaaS, but about subcontracting and SaaS. By specializing in a common industry problem and continuing to subcontract, a common foundation is created and a business model as SaaS is created. I don't think subcontracting is a problem, but I think it's bad to have orders without a strategy. https://t.co/qDvXyPT7PA This topic is intentionally not being tweeted about, but it feels like the line is blurring between the two. Rather than just outsourced or SaaS, what is the essential question is "how can we gain a deeper understanding of our customers?".