Nicola

“What’s our market share? Don’t know, don’t care. It’s irrelevant. Do we have enough customers paying us enough money to cover our costs and generate a profit? Yes. Is that number increasing every year? Yes. That’s good enough for us. Doesn’t matter if we’re 2 percent of the market or 4 percent or 75 percent. What matters is that we have a healthy business with sound economics that work for us. Costs under control, profitable sales.”
― Jason Fried, It Doesn't Have to be Crazy at Work

“This shows that even a slight spatial or casual dependency between data entries or operations could kill scalability, so separation of data into independent shards and careful data modeling is extremely important for scalability.”
― Anonymous

“The patterns of success and failure we see among firms faced with sustaining and disruptive technology change are a natural or systematic result of good managerial decisions. That is, in fact, why disruptive technologies confront innovators with such a dilemma. Working harder, being smarter, investing more aggressively, and listening more astutely to customers are all solutions to the problems posed by new sustaining technologies. But these paradigms of sound management are useless—even counterproductive, in many instances—when dealing with disruptive technology.”
― Clayton M. Christensen, The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail

“and transition our focus from building the right thing to building the thing right.”
― Jez Humble, Lean Enterprise: How High Performance Organizations Innovate at Scale (Lean