Roadmap, People and Partnerships are the three building blocks. They are the foundation for the fourth key element of growth Execution.
Every step that we take opens us up to new avenues, new choices. The path that we weave through this maze of choices is what execution is about. For us to make the right selections, we need to crystal clear focus on the things we need to do and which are important and the ones which we should not do and which are unimportant. There is always the tendency of trying to do little or too much we need to maintain just the right balance. Otherwise, we will either end up doing too little and being too late, or overextending limited resources and spreading ourselves too thin.
These will not be easy decisions to make. The complexity of what we are trying to do in Emergic is far greater than what I have tried to do in the past. We are trying to build out multiple elements of the new computing ecosystem simultaneously. One criticism that has been voiced in discussions I have had with people is that while the vision is compelling and exciting, the operational challenges are immense and compounded by the fact that we are trying to do too many things.
I often think about this. My belief is that in the past with only the backend server software which worked on the local network, we did not go far enough. Unless we are able to address the issues of affordability, desirability, accessibility and manageability in computing on both the hardware and software fronts at the same time, we will not create a winning solution. What we have to do is to think of the various elements that we are working on as small pieces, loosely joined.
Going ahead, we have to execute well. Seemingly small mistakes can make things very difficult for growing businesses. If we do make mistakes (and we will), we have to recognise them quickly and do course correction. There will be parallelism and multi-tasking inherent in much of what we are doing, so the challenge of getting things right is even greater. Even as we start, I know we will get some things wrong but as long as we get the important things nearly right, we will do well.
As I think back, I realise that managing growth from 20 to 100 people is perhaps the toughest challenge of them all. There are many things that are changing simultaneously and this is where the risks of going wrong are the greatest. But if this executional chasm can be crossed, then the sky is the limit.
As I look ahead, I can sense an inner excitement similar to the one I felt a decade ago when I started on IndiaWorld. The past few years have been of learning and education, and now I am ready for the road ahead. For me as an entrepreneur, the journey has its own rewards. The magnitude of what we are trying to do is immense. It can be a revolutionary creation if we can make it work the way we think it should. But as in all start-ups, statistically, we have the odds stacked against us. But that is what makes it so exciting. For an entrepreneur, it is all about building what’s in the mind’s eye a vision of tomorrow that few others can see today. Sometimes, it is too early. At other times, is it too late. We’ll see what happens with Emergic.