It is common in B2B SaaS to describe companies as vertical and horizontal. For example: Vertical: Procore "Make it easier to manage construction." Horizontal: Miro "Where teams get work done." Procore focuses on managing construction projects. Miro focuses on helping teams collaborate.
Great insights. Its not often that a company can have aligned relevant dimensions across all parts of the business. I think the key here is an aligned strategy that clearly identifies the venn diagram of which relevant dimensions are taken care of by different parts of the org (if at all) and which overlap. Otherwise, every group tries to make other teams optimize for their non-overlapping relevant dimensions.
We had very similar scaling issues, and initially opted for the framework approach, offloading scaling to customers to some extent. You quickly hit lack of skill challenges. Now we are building modules, maybe not scale all the way, but ease the scaling that the customer has to do.
TBM 46/52: Verticals, Horizontals, and Dimensions
Great insights. Its not often that a company can have aligned relevant dimensions across all parts of the business. I think the key here is an aligned strategy that clearly identifies the venn diagram of which relevant dimensions are taken care of by different parts of the org (if at all) and which overlap. Otherwise, every group tries to make other teams optimize for their non-overlapping relevant dimensions.
We had very similar scaling issues, and initially opted for the framework approach, offloading scaling to customers to some extent. You quickly hit lack of skill challenges. Now we are building modules, maybe not scale all the way, but ease the scaling that the customer has to do.