For products to work at scale they need sustainable business models and networks. Would love to see more discourse in web3 about the complex financial incentives conflicts that we’re going to see if the movement goes beyond DeFi/trading-related use cases. A few examples👇
Users becoming “owners” of a product sounds epic, but misaligned incentives complicates things. Users should want more value at lower prices, shareholders should want ROI. With these mixed, are you building for users with their customer hat *or* shareholder hat on? Crazy tension.
Product value props and customer relationships get distorted when users are incentivized to use your product beyond the utility they receive. If the incentives run out, or a new network emerges with a temporarily better incentive, do your users stay? Lots of network instability.
With 24/7 trading of crypto, there’s a market constantly deciding prices on digital “things” (neat!). While finance loves volatility, end-customers desire predictability. If the cost of using a social network or reading a book changes daily, that’s not great for most people.
Finally, when developers have stakes in protocols, there may be nonstop fractioning around dev patterns. To build anything complex, you need stable patterns. Worse: this chaos was once invisible to users, but now they have the keys, so it’s bound to confuse non-geeks.
Anything is solvable, of course! But if the cost to mitigate these exceed the utility at the end of it all, it’s probably not going to work. To cross the chasm from finance and trading use-cases —where these issues are likely desirable— these issues will have to get solved IMO.
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Congress is writing a bill right now to make it harder for big tech companies to buy startups. Ironically they want to promote competition, but this will inevitably hurt innovation and competition for some very obvious reasons:
1. Let’s say a new startup called WhatsUp launches and Meta decides it’s a very important market. Now, instead of Meta even considering that they should acquire WhatsUp and dramatically benefit WhatsUp’s investors and employees financially, this law forces them to copy the app.
2. Now, WhatsUp has an instant large scale competitor in the category, and they are looking for help from someone else with resources to compete with Meta. Well, also because of this law, Meta’s big tech competitors likely won’t be suitors due to the regulatory complexity.
One of the most fun parts of enterprise software is the relationship between tech innovation and how work happens. The process generally goes like this…
1. Some characteristic of how we work is inefficient or filled with friction. Maybe it’s how we collaborate, process orders, close the books, or manage inventory. Usually there’s existing technology involved (but not always) but that tech hasn’t caught up with the real process.
2. Either the existing technology is failing, or the process is fully analog. People are now working around the solution instead of in it. Often, a new startup is first to identify this gap in current solutions, and leverages some modern technology to solve the problem.
There’s an entire category of software disruption that’s possible just by building user experiences that only became possible to deliver in the browser in the past few years. Amazing what was once too expensive performance-wise is now utterly trivial today.
We’re building Box Sign, a native esignature product in Box, and can get away with infinitely better and faster UX than what was possible if we had started 10 years ago due to browser improvements and faster computers.
We can now render nearly any content type directly in your browser (PDF, CAD, Office, video, photoshop, etc.), streamed to you faster than the original asset could be, and with the ability to annotate and interact with on almost any type of file.
Market sizes are often artificially constrained by legacy participants or architectures. When we started Box, most investors could only see how large other players had gotten, as a way of evaluating the market size. But what was missed was that the cloud changed everything.
1. The cloud made software delivery more efficient, 10Xing demand. No longer did you have to install, upgrade, patch, and integrate software and hardware. That decrease in complexity meant any SMB could use enterprise tools, and any enterprise could support more vendors.
2. The cloud made distribution more efficient. When a customer can try a new piece of software with a few clicks in a web browser or a mobile app install, and only pay for what they use (SaaS vs. perpetual licenses), they adopt much more and much faster.