In the same course in IMD I mentioned in Smart is not hard, he had a lesson about the complete innovation cycle called “Nail it, Scale it and Sail it”, and we were given the first printouts of their methodology. It goes a bit beyond to the famous lean startup book “Nail it then scale it” from Nathan Furr and Paul Ahlstom, in the sense of how to deal with situation of a consolidated innovation as a mature business, stressing the roles, the tools and the time scales differ vastly depending on which stage you are.
Source: Professor’s Loredana research page
Nail it then scale it
The original book focus on gaining efficiency in the process of business model development, bridging the gap between ideation and monetization. Making it as leanest possible based on as much information as possible and agile action orientation. In summary, the items they structure their method is:
- Validate pain before solution.
- Iterate lean, build only the minimum viable product.
- Confirm your go-to-market approach in practice.
- Ensure your business model is viable before scaling.
- Scale early only when all foundational elements are proven.
When I say information, I regard the most precious info is in hands of your customer, so who truly knows the product-market fit are them. The second is to adapt to changes, and do not grow prematurely.
Nail it, scale it, sail it
Professors Charles Fine and Loredana Pădurean suggest an evolution of these lean principles above, but details vary quite a bit. Thus “Nail It, Scale It, Sail It” is a framework for entrepreneurial growth (you can watch the TED conference), with three stages: validating ideas, scaling operations, and sustaining growth. They describes the process as the adventure of a bunch of entrepreneurs in which uses jungle, mountain, and ocean metaphors to guide startups through challenges.
This framework shares ideas with others, like the Lean Startup’s focus on testing ideas early, or “Crossing the Chasm” for scaling to new markets. It also echoes “The E-Myth Revisited” by emphasizing systems for growth, but it’s unique in its stage-based, metaphorical approach.
Stages and Metaphors
The “Nail It, Scale It, Sail It” framework is a guide for entrepreneurs, helping them navigate from starting a business to achieving long-term success. It breaks the journey into three stages: first, figuring out a solid business idea (“Nail It”); then, growing the business efficiently (“Scale It”); and finally, keeping it strong and innovative over time (“Sail It”). Each stage uses a metaphor—jungle for the chaotic start, mountain for the climb to growth, and ocean for navigating mature markets—to make the process easier to understand.
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Nail It: This is about testing and refining your business idea, like trekking through a jungle. It focuses on quick experiments and understanding what customers need, using tools like a small team and flexible leadership. This stage is characterized by the chaotic, unpredictable nature of starting a business, likened to trekking through a jungle. Entrepreneurs must validate their value proposition through rapid experimentation, iteration, and marketing efforts. The focus is on early intentions and resource management, requiring a small, determined team and flexible, mission-driven leadership. Tools like a machete (for cutting through obstacles) and an approximate map (for navigation) symbolize the need for agility and adaptability.
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Scale It: Once your idea works, you focus on growing, like climbing a mountain. This stage needs endurance and better systems to handle more customers and production, with a clearer path forward. Once the business model is proven, the focus shifts to scaling operations, represented by climbing a mountain. This stage demands endurance, discipline, and resilience, with an emphasis on optimizing production and delivery capabilities. The framework mentions seven attributes for scaling up, though specific details are not available in the summaries. Sophisticated tools, optimized resources, and a lean approach are essential, with a clearer path and visible horizon aiding decision-making. After achieving significant growth, the business enters the “sail it” stage, metaphorically navigating the ocean of mature markets. The focus is on sustainability, continuous improvement, and maintaining a competitive edge. This involves innovating in product offerings, production processes, and market expansion, leveraging large-company advantages such as procurement, distribution, and marketing. However, there is a caution against organizational rigidities that could hinder agility.
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Sail It: After growth, you maintain success, like sailing an ocean. It’s about innovating, using big-company advantages, and avoiding slowdowns, ensuring the business stays competitive. After achieving significant growth, the business enters the “sail it” stage, metaphorically navigating the ocean of mature markets. The focus is on sustainability, continuous improvement, and maintaining a competitive edge. This involves innovating in product offerings, production processes, and market expansion, leveraging large-company advantages such as procurement, distribution, and marketing. However, there is a caution against organizational rigidities that could hinder agility.
Principle set
The framework is divided into three distinct stages, each with specific focuses, metaphors, and required tools or attributes. Below is a table summarizing each stage, based on available information:
| Stage | Description | Metaphor | Key Focus Areas | Tools/Attributes |
|---|---|---|---|---|
| Nail It | Figuring out and prototyping a viable value proposition for the value chain (customers, employees, suppliers, distributors, investors, etc.). | Jungle | Early entrepreneurial intentions, initial resource endowments, fast iterations, experimentations, marketing efforts. | Machete, approximate map, small determined team, mission-driven, flexible, empowering leader. |
| Scale It | Proven key aspects (technology, customers, pricing); grow production and delivery capabilities. | Mountain | Endurance, discipline, resilience; seven attributes for scaling up (details not specified in summaries). | Sophisticated tools, optimized resources, lean approach, clearer path, visible horizon. |
| Sail It | Realized significant growth opportunity; focus on sustainability, continuous improvement, navigating competitive challenges. | Ocean | Innovate in product offering, production, market growth; maintain competitive advantage. | Large company advantages (procurement, distribution, manufacturing, sales, marketing), avoiding organizational rigidities. |
Final remarks
The framework wasn’t any revolutionary, but what I loved is the ability to compile the different phases of business model creation and rollout using a understandable language. Especially the use of the scenario metaphors help reader grasp the kind of abilities needed in each stage of company life cycle, as well as presenting the risk in each one.