Quotes About Scaling

Scalability is this idea of coming up with a blockchain that can scale much larger than existing chains essentially by processing transactions in parallel. And moving away from this paradigm where every single node on the network has to process every single transaction.

Now it will take a long time to scale biofuels, but I'm the only one in the world forecasting oil dropping in price to $35 a barrel by 2030. I'll put it on the record: Oil will not be able to compete with cellulosic biofuels. If you do it from food, the food will get so expensive you can't make fuel out of it.

We did a year of Uber in San Francisco before we went to a second city. You get those processes down, then you really get started.

Many tech companies experience steep growth curves that require them to build their teams at breakneck speeds.

crucial decisions that shape how scaling unfolds. One of these universal decisions is whether and when to take a more "Catholic" or a more "Buddhist" path.

The fourth big lesson is that scaling starts and ends with individuals—success depends on the will and skill of people at every level of an organization.

The lesson from the Big Mac story is that innovations that ought to be scaled won't happen everywhere but can happen anywhere.

Effective scaling depends on believing and living a shared mindset throughout your group, division, or organization.

When big organizations scale well, they focus on "moving a thousand people forward a foot at a time, rather than moving one person forward by a thousand feet.

Si se reduce el número de espectadores, también se debe reducir el presupuesto. Ésa es la ley.

A few employees are fine while a company is getting going, but eventually all of those skills need to be automated in order for the company to "scale" infinitely. This is why Facebook wants AIs or—at worst—its users to monitor and tag offensive posts instead of paid human employees.

People who are passionate about Warby Parker are passionate about creating a company that can scale, be profitable, and do good in the world - without charging a premium for it.

Figuring out how to scale the very human art of personalization is difficult, but I believe that it is also the key to building a lasting connection with customers for the long term.

We're so used to financing things on our own that we always have a plan in place to sort of scale our ideas.

The electrodes we'd been using on salamanders couldn't be scaled up for people, but within a week Charlie invented some that would give us equally precise readings from the human head.We immediately found that the back-to-front current varied with changes in consciousness just as in salamanders. It was strongest during heightened physical or mental activity, it declined during rest, and it reversed direction in both normal sleep and anesthesia.

If you can't feed a team with two pizzas, it's too large.

Blitzscaling is always managerially inefficient - and it burns through a lot of capital quickly. But you have to be willing to take on these inefficiencies in order to scale up. That's the opposite of what large organizations optimize for.

I joined the board of Chipotle because no company has ever been able to scale fresh, properly sourced food in the history of America.

The only thing that really scales up apart from nuclear is solar power from other people's deserts.

We frequently hear software development leaders tell their staff, "We should operate like Netflix" (or one of these other leading companies). Of course you could do that. First, get yourself a few hundred thousand servers and tens of millions of users...

The O() notation puts an upper bound on the value of the thing we're measuring (time, memory, and so on).

In those days, I tried to operate on a 2 percent general office expense structure. In other words, 2 percent of sales should have been enough to carry our buying office, our general office expense, my salary, Bud's salary—and after we started adding district managers or any other officers—their salaries too. Believe it or not, we haven't changed that basic formula from five stores to two thousand stores.

Our first 100 rides took us one-and-a-half years from the time we started in January 2011. It was only after that we started scaling up rapidly.

Plenty of entrepreneurs can start a company. What is more rare is to evolve it and to scale with it over time.