1.
Disruptive Scalability- Leap Growth for Exponential Returns
Scott Hamilton, ENP Institute/Nextworks Strategy

2.
Current Economy - Hay and Pets

3.
Lunch and Learn
Objectives
1) Opportunity to bring people to the Cove
and highlight the great ecosystem we have
here.
2) Networking and facilitated collisions of
like-minded people.
3) Content learning on topics related to
innovation and entrepreneurship that will
help them on their entrepreneurial journeys.
(Caveat- Talking about scale is like boiling the
ocean)

4.
Your Obligation Today
Participate!
If you have a question or a specific value
proposition you think you can scale (or
trying to scale)- speak up
If you are an EIR or industry expert- share
some of your own successes and learning
experiences

5.
ENP Institute (Forums)
What is this organization about?
Who are we?
What can you expect from today?
10 Years, 300 + Forums and
C-suite/Key Leader
Collaborations
915 Speakers,
Over 27,800 Attendees

6.
Advisory Support.
•Strategy Development &
Offsite Facilitation
•Leadership Development
•Customer Centricity
•Project Excellence
•Organization Alignment

7.
Disruption.. Is everywhere

8.
Next Practices
Ideas, processes,
concepts and
solutions that
move you beyond
the “status quo”.
Not “how are
others doing it
best” but rather,
“where do we go
from here that
represents a true,
fundamental
shift in value”…

9.
September 11
ENP & Octane
Pharmaceutical
Sector Impacts
on your
Business

10.
Sept 27
Disrupt HR
5.0

11.
Who is in the room?
Revenues more that $1 billion
Revenues more than $300
million
Revenues more than $10
million
No revenue, I just like pizza…

12.
Industry
Sectors Here
Healthcare
Hospitality
Professional Services (consulting)
Transportation
Technology

13.
What is YOUR Definition of Scale?

14.
Today’s BFO
Digital transformation has
changed the entire approach,
velocity and return on scale.
If you don’t base your
business platform and
infrastructure on relevant,
integrated and agile
technology applications, your
ability to scale will revert to
analog speed (or slower).

15.
A Few Key Elements of Scale
1 – Are we operating the business at scale? Operating the business at scale means
allocating resources to drive the greatest results and volume. Operating the business at
scale is about optimization, not duplication, of efforts.
2 – Are we taking advantage of the scale of the business? Scale is another word for size.
Companies can leverage their size by negotiating exclusive dealings, favorable terms and
volume discounts with other organizations.
3 – Can the solution scale-up or -down based on demand? Most industries have periods
with increased demand (retailers during the holiday season). Cloud companies like AWS let
users increase or decrease capacity as needed.
4 – Does the business scale? Scalable businesses grow revenue with minimal to no new
operating costs (software). If operating costs increase at the same rate as revenue growth,
the business does not scale (professional services).
5 – How fast can we scale the business? Successful companies create a repeatable sales
process. Once the process has been developed, companies can accelerate revenue by
expanding (scaling) to additional geographies.

16.
Where do you
start?
Scale Essentials
Value Proposition
Differentiated Market
Strategy
Flawless Execution
Cash
Start up…Scale up or
Stall out (fail to scale)

17.
Disrupting Scale for
Exponential Growth
>Strategic
Pivots via the
Value-Cost-
Market Model
>OKRs
>Scale mindset

18.
Where scale originates
Value
Features
Benefits

19.
Value Proposition
Creation
per Jeff Bezos
"The balance of power is shifting toward
consumers and away from companies… The
right way to respond to this if you are a
company is to put the vast majority of your
energy, attention and dollars into building a
great product or service and put a smaller
amount into shouting about it, marketing it.“
"Your margin is my opportunity."

20.
Market & Customer Strategy

21.
Growth Model
of a Market-
Creating
Strategy
Highest disruptive creation:
Offering a breakthrough solution to an existing
industry problem
Medium disruption:
Redefining and solving an existing industry problem
Low disruption:
Identifying and solving a brand-new problem or
seizing a brand new opportunity (i.e. if does not
disrupt existing industry- ringtones)

22.
Existing
Business- A
New Value-
Cost Frontier
Path one- Look across alternative
industries
Path Two- Look across strategic
groups in your industry
Path Three- Look across the chain of
buyers and redefine the industry
buyer group
Path Four- Look across
complimentary product and service
offerings
Path Five – Rethink the functional-
emotional orientation of your
industry
Path Six – Participate in shaping
external trends over time

23.
Our advice…
“Look at what
industry/product/service
hasn’t been scaled yet
and go for it”

24.
Scale is accelerated by low friction and high adoption- via
technology

25.
High Friction Point of Sale

26.
Tesla- Low Friction Point of Sale

27.
Talent- Risk
and Rewards
for Scale

28.
Talent for Scale
Early stage-
Fractional C-suite executives
and expert support?
Right person, right time
Contrarian team player
Later-
Can your leadership keep up
with the multiples?
Run one short

29.
Cost and Revenue Streams

30.
Cost – Revenue
Does the business scale?
Scalable businesses grow
revenue with minimal to no
new operating costs
(software). If operating costs
increase at the same rate as
revenue growth, the business
does not scale (professional
services).

31.
Internally generated cash
Think Amazon
Avoid debt
Cash flow funds
expansion
Avoid dilution of shares

32.
Capital
Stack
Identify cash needs
and sources early
Tap into multiple
sources depending
on need and level

33.
Execution and
Metrics

34.
OKR- Objectives and
Key Results
“Ideas are easy, execution is everything… “
John Doerr

35.
Key Metrics
Sales per employee
Customer growth milestones
Viable innovations to your VP

36.
Execution
Checklist-
More Scale
Levers
Leadership team aligned – on the
same page
Stakeholders are aligned
Roles and accountability
Core values and Purpose are “alive”
Plans and performance are visible to
everyone

37.
“Leap Growth” Scaling
$1 million to $2million
Validation of your VP
$5 million to $20million
Talent
$25 million to $100 million
Infrastructure
$100 million to $500 million
Cash/Inorganic/Alliances

38.
Leap Growth Mindset
• Quit Trying Harder – Trying harder only produces incremental gains. A quantum shift is an elegant solution requiring far less effort.
• Ignore Conventional Wisdom and Approaches– A quantum leap requires an abrupt change in your behavior. It requires finesse over effort, simplicity
over complexity, a new paradigm and a fresh perspective.
• Think Beyond What Common Sense Would Allow – Quantum leaps
require “uncommon sense.” Rethink your thinking. Be
unreasonable. Violate the boundaries of the probable.
• Suspend YOUR Disbelief – Act as if your success is certain and proceed boldly.
• Focus On Ends Rather Than Means – It is critical you have a clear vision of what you want to accomplish. Solutions and tactics will appear. Draw the
map as you go.
• Rely On The Unseen Forces – When you focus on your clear vision of what you want to accomplish, and move confidently toward it, unexpected and
unknown resources materialize to conspire for your success.
• Choose Your Own Set Of Rules – You can never avoid risk, but you can choose which risks you will take. Risk believing in yourself.
• Trust In The Power Of The Pursuit – Dreams and big ideas begin to transform into reality when they are pursued, because the world behaves
differently when you go after what you want. Disciplined action everyday.
• Seek Failure and Learn – Unless you are willing to fail, you will never have the opportunity to test the limits of what you’re capable of accomplishing.
• Beware of Comfort – Quantum leaps jerk you out of your comfort zone and places you out on the frontier of new experiences. If you aren’t
experiencing discomfort, the risk you are taking probably isn’t worthy of you.

39.
Scale Accelerators
Internal “disruption
teams”
The well timed pivot-
model and/or markets
Strategic
Alliances/Licensing/Pa
rtnering

40.
Local.com
Internal
Disruption
Teams for Scale

41.
Channel Expansion- GSF

42.
A Shift in
Market Space

43.
Shifting to
Time Based
Model of
Service

44.
Your Personal Key Attributes
for Disruptive Scale
Passion
Persistence
Peripheral
vision

45.
You must be you
"To model yourself after Steve
Jobs is like, 'I'd like to paint like
Picasso, what should I do?
Should I use more red?" --
Larry Ellison

46.
Persistence
(and Agility)

47.
Peripheral
vision

48.
Next
Practices
Strategy
1. Eliminate
What processes or services can you
eliminate that your industry has long
competed on? (Stop doing)
2. Raise
Which services should be raised well
above the industry’s standard?
(Competitive differentiation)
3. Reduce
Which processes or services could be
reduced well below the industry’s
standard?
(Save $ and resources)
4. Create
What services/customer satisfaction
methods should be created that the
industry has never offered?
(Start doing)

49.
Reading

50.
Thank YOU!
Scott Hamilton
888.857.9722
Scott.Hamilton@enpinstitute.com
www.linkedin.com/in/scotthamiltoninsight/