Anne Thomas Manes wrote:
> Before joining Burton Group, I used to recommend products from small,
> innovative, startup software vendors much more than I do now. My enthusiasm
> for the startups has been tempered by the general resistance I get from
> Fortune 500 companies that are typically unwilling to bet the success of a
> project on a company of questionable viability. It's a market force that
> cannot be ignored. Now, whenever I recommend an innovative startup, I always
> include a viability assessment.
The chicken and the egg problem. How can a small company with good technology,
grow or add any size to its staff if noone will support them? Focusing
business
purchases on products from large companies continues to make the cost of doing
business higher, and thus positions small companies with less ability to use
these existing products as well. So the small companies start recreating big
company products and innovation can be the result.
But, as a small company employee, I have intimate knowledge of the trust and
belief balance that my customers make. It's a hard road. Sometimes I'd like
to
work for a big company again, and then I remember how long it takes for big
companies to make decisions to do small things that small companies typically
commit to and execute "overnight."
Gregg Wonderly
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