Quotes About Scaling

We had grown too fast at PayPal. Our operating expenses had grown too fast... Growth covers a lot of sin. We want to grow without sin.

Scaling little ladders with glue pots and pails of lysol. I crawl like an ant in mourning over the weedy acres of your brow to mend the immense skull-plates and clear the bald, white tumuli of your eyes. A blue sky out of Oresteia....

While it's trendy to outsource your accounting to a third party, once you hit a certain size, it's dangerous.

There are a lot more companies with a lot younger people. It is just like 23-year-olds are starting companies, and they are scaling really quickly.

It's not enough to have a value-adding product in a big market. You also need the right conditions. Will you be able to scale revenues within a 5-10 year time frame? Is the timing right? YouTube wouldn't have worked pre-broadband.

When you go from building T-shirts to software for a presidential campaign used by a cast of millions, it's pretty easy to think, 'OK, we can build something pretty big.'

Without industry, finance and government consciously and collaboratively ensuring that capital flows to where it is needed in order to ensure the scaling up of climate change solutions, whatever deal is agreed risks never being realised.

People who face too many demands - two careers, two children - often scale back somehow. The Obamas scaled up.

when projects are late, adding more developers not only decreases individual developer productivity but also decreases overall productivity.

So in marked contrast to infrastructure, which scales sublinearly with population size, socioeconomic quantities—the very essence of a city—scale superlinearly, thereby manifesting systematic increasing returns to scale.

Consequently, there has been much less time for the market forces that act on companies to reach the kind of meta-stable configuration manifested in the systematic scaling laws obeyed by cities and organisms. As explained

lawyers' offices. This scales superlinearly with an exponent close to the canonical 1.15, meaning that there are systematically more lawyers per capita in larger cities.

sublinear scaling and the associated economies of scale arising from optimizing network performance lead to bounded growth and the systematic slowing of the pace of life.

Even more challenging and of perhaps greater urgency is the need to understand how to scale organizational structures of increasingly large and complex social organizations such as companies, corporations, cities, and governments, where the underlying principles are typically not well understood because these are continuously evolving complex adaptive systems.

can any of this be sustainable?

The strengths of social interaction and the flows of information exchange are greatest between terminal units (that is, between individuals) and systematically decrease up the hierarchy of group structures from families and other groups to increasingly larger clusters, leading to superlinear scaling, increasing returns, and an accelerating pace of life.

I think it's important to have scaling challenge because there are players who I feel play 'Dragon Age' for the wonder, story and exploration but wouldn't enjoy getting their butts handed to them. We do still have easy mode - it's not a pure story mode in that there's zero combat, but it's not super-challenging.

It's a really paradoxical thing. We want to think big, but start small. And then scale fast. People think about trying to build the next Facebook as trying to start where Facebook is today, as a major global presence.

As the company scales, everybody is not going to get invited to every single meeting, but they're gonna want to go to every meeting.

So we originally expected to make about 35 gigawatt hours at the cell level and about 50 gigawatt hours at the module or pack level. Now we are expecting to do about 150 gigawatt hours in the same volumetric space as the original design.

For decades, I've spoken of McDonald's as one of the premier examples of how to build a company, scale it, and ultimately sell it.

When I became commander of the Joint Special Operations Task Force, I was leading thousands of individuals, from Special Forces to the broader interagency effort. I quickly realized that while we had the most best and most effective operators and small teams in the world, we were unable to scale.

Companies generally work better when they are smaller. It's always worth spending time to think about the least amount of projects/work you can feasibly do, and then having as small a team as possible to do it.

To get to 10 employees, founders must delegate activities in which they are weak. To get to 50 employees, they have to delegate functions in which they are strong!