Southern SaaS – It’s a wrap

lanyardSaaStr Annual is the biggest event in the B2B SaaS calendar each year.  ​​If you haven’t heard of it, or seen the rich content that flows out each year, you should. ​ With 12,000+ SaaS founders / execs / investors from all around the world attending each year in the hopes of powering up their journey to $100M ARR with less stress and more success, the reliable feedback is that the experience really does exceed the hype.

Kiwi SaaS players have been making the trek up to the Valley for a few years now, and as the interest grew, Callaghan Innovation jumped on board to spread the experience.  Having taken a group up to San Fran for the last two years, they had the idea of replicating some of the vibe for learning and connection right here down under.

Southern SaaS was born.

A whole day immersion in the SaaS business model with expert speakers plucked from their daily growth journey here in NZ or flown down under from the wide blue yonder, ~250 SaaS founders / execs packed into the top of the Auckland Museum yesterday with open minds and a thirst for actionable insights.

Highlights from the day:

  • Rich Mironov, Valley product guru, shared his wisdom with trademark humour and approachability. My moment of the session was Rich calling out that being a 7 year startup is not a claim to fame.  Something I hear repeated from international angels and VCs.  Our startup ecosystem here in NZ is not quick enough at killing off the unsuccessful and weak.  “Quick in, quick out.” Was his wise advice.
  • Marvin Liao, Partner at 500 Startups, delivered his 16 tips on pricing with that brutal honesty that Kiwi’s love.  “Discounting is STUPID and COWARDLY.  Don’t do it.”  He also pointed out that people put more effort into designing their interior office spaces than they do into pricing, a fact that rings a little too true!  “The moment you make a mistake in pricing, you’re eating into profit or reputation.”
  • Josh Robb: VP Engineering at current industry darling Pushpay was a shining example that everyone in the business needs to care about the performance of the business, not just their functional area.  If the business isn’t successful as a whole, there won’t be a product to build, or a customer to support or sell to.  The comment that stuck with me; when you’re growing fast and everything is on fire, “run to the fire that will kill you, and not the fire that won’t.”  You need awesome data and metrics to know the difference and to prevent those fires from happening again.
  • MC, David Downs was a delight, expertly guiding the energy and flow.
  • Topping it all off was the networking, sharing, and connections made.  As with all these types of things, knowing that others face the same challenges, or feeling like you have been able to share some of your own wisdom gained along the way with those just starting out, is the real value.

So with a notebook full of advice and expertise, the challenge is now to share the best bits with the team back at work and continue to drive forward as we grow towards that $100M ARR.

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The Innovate Debate #twnz18

Thanks to a tip from a colleague, I stumbled into my absolute favourite event of tech week this year – the Innovate Debate hosted by Pixel Fusion.​

The moot: Startups are the key to corporate innovation.

The propostion team:

  • Scott K Bishop, Chief Innovation Officer, Z Energy
  • Sonya Crosby, Chief Innovation Officer, SkyCity
  • Teresa Pollard, International Customer Advisor, NZTE
The opposition team:
  • ​Lisa Miles-Heal, GM & CTO, Unleashed Software
  • Paven Vyas, CEO, Rush Digital
  • Hamish Nuttall, Chief Digital Officer, ThinkLazy (& founder Naked Bus)
(It is worth noting that the teams were randomly assigned, as with any debate, the team they were on does not necessarily reflect their own personal belief!)
For me, the mark of a great debate is a notable demonstration of intellectual agility, clear points, witty remarks and just the right amount of heat.  This event certainly delivered!
The positive relationships across the innovation ecosystem were evident with just enough knowledge and respect amongst the speakers to fire shots without getting too personal.  The broad range of experiences led to a truly informed commentary and all speakers managed to strike the balance between making their own argument and a spirited rebutta​l.  There were also a wealth of real life examples from right here in our own NZ Inc.
Opinion aside, the clear winner on the day was the opposition team, taking down the moot artfully with a laser like attack on it’s binary nature.  Their argument was that whilst startups are part of the picture, there are many keys to corporate innovation.  The first speaker laid the ground work for this argument by making the point that startups are not inherently innovative.  Instead they are inventive with 9 out of 10 failing, over half of those due to lack of market need for their invention.  Innovation is the art of creating value in a way that has not been achieved before, and so with the majority of staretups not delivering value, they are not by definition innovative.  Whilst partnering with a successful startup can help drive innovation, the opposition team made the point that this is just one of many keys on the key ring in the corporate pocket.
The opposition argument was then developed by honing in on a factor that they felt had more impact on corporate innovation: leadership.  Quite rightly, they made the case that without trust and safety instilled by “ambitious, authentic leadership,” innovation is doomed.  If the leadership does not create a culture in which it is safe to fail, the team, no matter how talented, will not take the risks required to truly challenge the status quo.  They added to this, the strength of having diverse teams.  Without diversity of thought, the status quo reigns supreme.
The mic drop moment of the night went to the final speaker of the opposition team, who pointed out that middle aged folks who date hot young things, are made more cool or sexy by doing so.  Ergo, ‘dating’ a startup is never going to make a corporate cool or sexy.
It should be noted that points were awarded to the proposition team for their description of the complimentary strengths and weaknesses of startups and corporates; startups needing capital, capability and connection, corporates needing innovation and agility.  Each able to deliver what the other seeks.  There were also some good points about partnering when it make sense to do so for the betterment of both, and winning together.

This debate was not only highly relevant for corporates, but also ex-startups, long past the search for a sustainable business model and very much in the midst of middle age. This is a complex stage where the essence of the startup culture still lives on, but the hurdles of a larger organisation begin to slow the cogs.  By leveraging partnerships where it makes sense and promoting diversity and a ‘safe to fail’ culture, external innovation can be utilised as a part of an innovation portfolio, but not the only key.

Book Review: The Innovator’s Dilemma, When New Technologies Cause Great Firms to Fail

Book review
The Innovator’s Dilemma, When New Technologies Cause Great Firms to Fail
by Clayton M. Christensen (1997)

There is far more than schadenfreude at play when reflecting on our cultural fascination with why the mighty fall. Instead, it is perhaps rooted in our desire to avoid a similar fate. If that big and successful company over there can fail, then what does that mean for the business that I’m in?

The theory and concepts introduced in the Innovator’s Dilemma is an absolute must understand for anyone facing the task of continuing business growth. If you noticed that I have written “must understand” rather than “must read” you’ve already picked up on one of my key reflections on this book. It’s not an easy read. If you’re not an attuned technical reader that flies through academic texts, or don’t have a keen fascination with disc drives and the history thereof, you’re going to struggle with this one. That being said, if you can persist, the reward is worth it. The way you think about growth, success and innovation will be forever changed.

This book is actually pretty old these days, first published in 1997, it was perhaps ahead of it’s time as the explosion of tech startups in the recent years has brought the word ‘disruption’ into the common business vernacular. There are plenty of historical examples of disruption, the examples of disc drives and mini mills being described at length in this book, however, never has there been a time where the pace of change was so rapid, and so present in everyday consumer life. It’s all around us. How we consume media, how we buy books, where we stay when we travel, how we get from place to place, how we connect with friends and family, the list could go on and on! The up shot is that The Innovator’s Dilemma is as timely and relevant now as it ever was, both for established companies looking avoid the mistakes of the former greats, and for the up and coming startups hoping to be the next great disruptor.

The first half of the book reads like an extended history of the disk drive. The same story many times over, 14 inch, 8 inch, 5.25 inch, 3.5 inch, 2.5 inch and 1.8 inch. On and on. Technical, detailed and pretty tough going. To be honest, I got bored a few times, put it away, read something else and then came back to it. I did keep coming back though!

By the end of this section the lesson is clear, new technology is usually simpler, cheaper and lower performing. It often has a lower margin, doesn’t meet the needs of existing customers and those whose needs it does meet are so niche, they’re not worth pursuing. If you are only focused on current markets, current customers and improving profitability, it’s never going to be a priority. More than that, you’re not just going to leave this new technology that you may even have developed in house on the shelf, you’re going to bury it and ignore others playing in this space, writing them off as a non-threat due to your own lens on the competitive landscape.

The problem with this is that by carving out a strong spot in a niche market, a disruptor then has the ability to invest in incremental improvement on this new technology, which quickly sees them surpassing the original in both performance and cost. They move up market, often with disastrous consequences for the incumbent.

This is the dilemma: “the logical, competent decisions of management that are critical to the success of their companies are also the reasons why they lose their positions of leadership.”

With the pattern and framework established, the second half of the book is where it gets really interesting. With the point made, the examples become more varied, and the writing style switches from historical recount to thesis, case studies and advice. The distinction between sustaining innovations that help progress existing technologies, and disruptive innovations that chart new waters becomes clearer, and there are some positively fascinating snippets addressing questions like “When does a product become a commodity?” (Answer: When the features and functionality exceed what the market demands.)

Christensen also uses these case studies and examples to discuss good and bad strategies and posits the beginnings of some solutions to the dilemma – each presented with their potential challenges. In complete contrast to the first half of the book, I barely put my kindle down at this point!

For those that want the cliff notes, the video below gives a nice little 4 minute summary of the basic principal of disruptive vs. sustaining innovation and the dilemma itself. But if you can keep yourself motivated by the promise of the second half, do take the time to read the full book.

 

In short, the Innovator’s Dilemma is definitely on my list of books to revisit and read again in the future as it has a wealth of highly relevant principles and considerations for modern management, but first I’m going to give The Innovator’s Solution a go.