Few like to admit these and mask it up as the external story is not attractive. Though through doing this day and night, I give you 3 important observations: ### **Standard products don’t work** ...when trying to create a new new market - you need to do things that are irrational and not scalable initially. And you have to make custom, application specific products first before generalisation of capabilities made accessible through a platform. When a new technology comes about expecting users to create utility before you do is shortsighted. Best for internal teams to use the platform to improve delivery efficiency and create clear value showcases around which niche products are built. Few get this: you need do things to build in a start up that you don’t do at a corporate. (See [[Commercialising deep tech early is uncomfortable though essential]]) ### **Platforms make money only if very specific conditions are met** ... engaged and educated communities (open source and corporate movements), mature enough technology to experiment and immense market potential culminating into Network Effects. (See: [[Network Laws]] | [[Why Giving Away Business Models is Genius]]) ### **Consultancy and Services driven by your commercial team is unavoidable and essential to facilitate growth**. ... They can help with finding market funded capability x market fits, pre product market fits. (See: [[Team Growth x Product Market Fit]]) Check: [[What makes Entrepreneurs Entrepreneurial]] | [[The Deep Tech Growth Cycle is different]]