Netflix, Uber, PayPal, Kickstarter, Dropbox, Spotify, Pinterest, Facebook…
What do they have in common? Each of them have managed to serve an absurd amount of customers with unthinkably small teams of employees.
Airbnb is already worth half of the giant of hotel industry, Hilton. With only 600 employees they can provide 500 thousand rooms to the market without investing anything to real estate. On the other hand, Hilton needs third of a million employees in order to operate their 680,000 -room capacity.
While we have all realized the ongoing transformation to Digital Era, and watched the rise of tsunami – scale wave of modern service providers, the utilization of the possibilities brought to us by technology has still been slow progress in traditional companies.
How long did it take for Spotify to grow to become a global baller? All of the major new service providers have found ways to scale their business effortlessly.
Even though these levels of growth and globalization can be rarely achieved with existing and traditional businesses, there are still great benefits to gain by following the methods these companies have used.
Business scalability can be seen as an ability to:
Balancing growth and investment has long been a common challenge in every manufacturing organization.
What is the right investment strategy? What is the current maximum capacity? What is the level of utilization? How can we streamline our supply chain? Should we leverage subcontracting to enable more flexibility and reduce risk?
Lately, a new question has been added to the list: Should we, instead of an investment, buy as a service? For example, a manufacturer does not need to own the machines.
Many capacity scaling constraints have been very relevant for professional services organizations. The new service providers have avoided these constraints with crowdsourcing.
Even if all traditional companies shall not crowdsource human value add, all service providers must take a good look at all manual steps in their processes. Humans are performing tasks which software could handle faster and more accurate.
For example, service managers, service delivery managers and assistants may be collecting and interpreting data and performing functions such as service activation, change management, billing data consolidation and splitting bills.
Building a service control team is not scalable. There is no positive correlation to any of the three areas of scalability.
The born-digital service providers challenge any service organizations relying on manual admin tasks.
Beyond that, an ability to scale should no longer be a ruling limit for any modern service provider outside professional services where humans provide the value add.
The service economy needs new type of intelligent automation with software of the new digital era.
Digitalization is the first key to modern scalability. Digitalization is cutting a need to build additional capacity.
Digitalization brings speed and quality with low costs and ultimate scalability!
Not all companies are born in the digital era. Legacy systems are viewed as the single largest obstacle to scalable end-to-end digitalization: a need to tailor legacy systems or undergo large renewal projects takes time and money.
Is there a new modern way to scalable digitalization?
Yes. Modern digitalization software.
Our customers automate a vast variety of functions with our Good Sign Digital Services Growth Platform. Even more notably, our customers are applying Good Sign’s software as a digital layer to orchestrate also the legacy system architecture as automated, efficient and scalable as the born-digital service providers.
Being our customer You need not invest into technology upfront. Our Digital Services Growth Platform is charged with a pay-per-use model. You too can exploit automation at a cost which follows your business volumes. Scalable.
Want to learn more? Contact us to assess your hidden automation potential and to enable your business scalability.
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