Hemant Taneja – författare

''A thought-provoking look at the technology that is changing the world of business and the benefits, pitfalls, and challenges for society as a whole.'' - Kenneth I. Chenault, former chief executive officer, American Express CompanyThroughout the twentieth century, technology and economics drove a dominant logic: bigger was almost always better. It was smart to scale up - to take advantage of classic economies of scale.But in the unscaled economy, size and scale have become a liability. Today''s most successful companies - Uber, Airbnb, Amazon, Salesforce - have defied the traditional ''economies of scale'' approach by renting scale instead of spending vast amounts of money building it. And a new generation of upstarts is using artificial intelligence to automate tasks that once required expensive investment, enabling them to grow big without the bloat of giant organisations.In Unscaled, Hemant Taneja convincingly shows how the unscaled economy is remaking massive, deeply-rooted industries and opening up fantastic possibilities for entrepreneurs, imaginative companies and resourceful individuals. Beyond that, it can be the model for solving some of the world''s greatest problems, including climate change and soaring healthcare costs, potentially reversing many of the ills brought on by mass industrialization.The unscale wave has only just started. To succeed in business today, companies, CEOs and leaders everywhere must unlearn what they have been taught - they must embrace an unscaled mindset.

A pioneering venture capitalist provides an actionable framework for founders and executives to create innovative, enduring companies built for growth and for societal good.

The Milton Friedman philosophy that companies exist only to increase shareholder value is dead and buried. The old Silicon Valley tenets of “move fast and break things,” minimum viable products, and hyper engagement at any cost must be replaced with new principles for an era of responsible innovation. We can no longer manage businesses solely for growth. With innovation comes responsibility: to generate returns beyond profits and to recenter technology as a force for good in the world. This requires a shift in the way organizations approach and value work.

A company’s mindset—its intent to do good, avoid harmful consequences, and innovate responsibly—is not enough. That mindset must be supported by a business model, a mechanism that leaders must intentionally and proactively build along with the company from the ground up, one that incentivizes and rewards the organization for fulfilling its intentions. Companies need a new set of KCIs, or key consequence indicators, that measure factors such as its impact on customers’ energy consumption, whether its product is being used equally across socioeconomic groups, or if it is actually solving the social problem it is addressing. Not only is this the right thing to do—increasingly, it is what customers, employees, and shareholders demand of business.

In this inspiring, practical, and actionable guide, Hemant Taneja:

A pioneering venture capitalist provides an actionable framework for founders and executives to create innovative, enduring companies built for growth and for societal good.

The Milton Friedman philosophy that companies exist only to increase shareholder value is dead and buried. The old Silicon Valley tenets of “move fast and break things,” minimum viable products, and hyper engagement at any cost must be replaced with new principles for an era of responsible innovation. We can no longer manage businesses solely for growth. With innovation comes responsibility: to generate returns beyond profits and to recenter technology as a force for good in the world. This requires a shift in the way organizations approach and value work.

A company’s mindset—its intent to do good, avoid harmful consequences, and innovate responsibly—is not enough. That mindset must be supported by a business model, a mechanism that leaders must intentionally and proactively build along with the company from the ground up, one that incentivizes and rewards the organization for fulfilling its intentions. Companies need a new set of KCIs, or key consequence indicators, that measure factors such as its impact on customers’ energy consumption, whether its product is being used equally across socioeconomic groups, or if it is actually solving the social problem it is addressing. Not only is this the right thing to do—increasingly, it is what customers, employees, and shareholders demand of business.

In this inspiring, practical, and actionable guide, Hemant Taneja: