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CS183C: Blitzscaling
Instructors: Allen Blue, Reid Hoffman, John Lilly & Chris Yeh
September 22, 2015
Today
1. Introductions

2. What you’ll get out of the class

3. Blitzscaling

4. Class Outline
5. LinkedIn Case Study
6. Organizational Scale 1
7. Prep for Thursday
First, some background.
What You Shouldn’t Expect
From This Class
What You’ll Get Out of this Class
Warning!!
Your Mileage May Vary
“Blitzscaling”
wut?
The mythos of Silicon Valley is that
startups are what make it really
special.
The classic story:
•a garage (apartment or dorm room)
•technical founders
•new product (the app!)
•capital
•product-market fit: off to races
That’s partly true.
Startups are critical.
The problem with the classic story:
now start-ups are abundant
In Silicon Valley
In the US
In many countries —
Asia, Europe, Global
Yet, SV still produces many industry
transforming companies.
So by themselves, startups are not
only what makes this place, and this
way of doing things, really special.
Silicon Valley is special because it
enables companies to get very large,
very quickly.
Not just to start up, but to scale up.
Blitzscaling Session 1: Household Stage
And lately:
And lately:
Flickr: HarloweHeslop CC Sharealike
Private Unicorns by Region (via CrunchBase)
Bay Area China LA India NYC Europe Elsewhere
Top 10 5 2 2 1
% 50% 20% 20% 10%
Top 60 28 11 3 4 3 5 6
% 47% 18% 5% 7% 5% 8% 10%
Population 7M 1.4B 19M 1.3B 8M 750M lots
Uber
Xiaomi
Airbnb
Palantir
Didi Kuaidi
Snapchat
Flipkart
SpaceX
Pinterest
Dropbox
Private Unicorns by Region (via CrunchBase)
Bay Area China LA India NYC Europe Elsewhere
Top 10 5 2 2 1
% 50% 20% 20% 10%
Top 60 28 11 3 4 3 5 6
% 47% 18% 5% 7% 5% 8% 10%
Population 7M 1.4B 19M 1.3B 8M 750M lots
Private Unicorns by Region (via CrunchBase)
Bay Area China LA India NYC Europe Elsewhere
Top 10 5 2 2 1
% 50% 20% 20% 10%
Top 60 28 11 3 4 3 5 6
% 47% 18% 5% 7% 5% 8% 10%
Population 7M 1.4B 19M 1.3B 8M 750M lots
Why the intense concentration?
Why does it persist?
Everyone talks about scaling.
What we’re talking about is a type of
scaling that’s very particular to
technology & Silicon Valley startups.
The special sauce is that scaleups
here depend greatly on networks
(capital, talent, users, etc)
that exist outside the startup itself.
The network age: speed, global
markets, global competition
So:
Blitzscaling
Themes we’ll talk about over & over this quarter
1. Networks
2. Positive feedback loops
3. Distribution advantage
4. Organization Scale, Revenue Scale, 

Customer scale
Some questions we’ll discuss this quarter
What’s the role of the founder? CEO? Team? Board?
How does hiring change as you scale? Who? How? Onboarding?
How do you find product-market fit? How do you know? How evolves?
How should you think about competition? Other threats?
What’re the key decisions & questions you should be asking? When?
How should you think about partnerships & business development?
How does your strategy change as you grow?
How do you think about global — markets, competition, scale?
Lots more…
Class Structure: Organizational Scale
We’ll spend ~2 weeks on each stage.
Org Scale
(employees)
User Scale
(B2C users)
Customer
Scale (B2B)
Business
Scale (rev)
OS1: Family 1s 10,000s 0 <$10M
OS2: Tribe 10s 100,000s 1s 10M+
O3: Village 100s 1,000,000s 10s 100M+
OS4: City 1,000s 10,000,000s 100s $1B+
OS5: Nation 10,000s 100,000,00+ 1,000+ $5B+
Organizational Scale & Functions: part of the grid that we will fill in
OS1 OS2 OS3 OS4 OS5
People
Product
GTM
Tech
Strategy
Operations
Finance
Hiring
Management
New Functs
We will focus intensely on OS2 and OS3 to OS4
General observations
1. When Blitzscale? (Preparation, Judgment)
2. Generalists to Specialists
3. Doers to Doer-Manager to Managers to Execs
4. Scale and innovation
5. Choice on adaptation vs. operational excellence
6. Global reach
7. Capital requirements
8. Speed is relative - but competition is global
9. Up-market and down-market
OS1
(probably) a legal company
tiny, close-knit team with ability to only focus on product-market fit
no specialists, all doers, very adaptable
OS2
a legal company, (most likely) some financing
full team with ability to launch product and engage customers (generally)
select specialists
OS3
hiring first internal lawyers, HR team, real accounting
many teams with ability to work on parallel threads and projects
critical specialists, many functions
OS4
global company, many offices
teams of teams with ability to work in new products, new regions
many specialists
OS5
huge, global company
essentially multiple companies with ability to play multiple product-market fits
armies of specialists
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Stage 1: The Household
Stage 2: The Tribe
Stage 3: TheVillage
Stage 4: The City
Stage 5: The Nation
OS1: “Family”
OS1: Key Functions
1. Product
2. Product-market fit
3. Role of founders
4. Hiring & company culture/values
5. Staying solvent/financed
OS1: Important, but not as key
1. Board of Directors
2. Analytics & dashboards
3. Strategy
4. Everything else
Finding fit
Finding fit
Mostly things start slow
(the left side is often long)
Then, sometimes, they

start to work
And in some special cases,

they really, really work
First 2 weeks (OS1)
9/22: Introduction
9/24: Sam Altman, Y Combinator
9/29: Michael Dearing, Harrison Metal
10/1: Ann Miura-Ko, Floodgate
Sam Altman
President, Y Combinator

Founder, Loopt
CS @ Stanford
Sees thousands of new ventures; helps hundreds
Assignment: reading & forum discussion
Mechanics, sites, logistics
LinkedIn Group (private to class)
- you’ll receive an invitation to the group via e-mail
- we’ll post content, reading assignments, questions
- you’ll post questions, answers, etc
Medium (open to public)
- we will collect your Medium user names
- optional (but recommended) you will post assignments to Medium
- we’ll curate & re-post the best each week
Questions, Assignments, Readings
- you’ll receive an invitation to the group via e-mail
Readings For Thursday (will post to LinkedIn group)
Do Things That Don’t Scale, by Paul Graham
www.paulgraham.com/ds.html
Startup Advice, Briefly, by Sam Altman
blog.samaltman.com/startup-advice-briefly
Why Silicon Valley Works, by Sam Altman
blog.samaltman.com/why-silicon-valley-works

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Blitzscaling Session 1: Household Stage

  • 1. CS183C: Blitzscaling Instructors: Allen Blue, Reid Hoffman, John Lilly & Chris Yeh September 22, 2015
  • 2. Today 1. Introductions
 2. What you’ll get out of the class
 3. Blitzscaling
 4. Class Outline 5. LinkedIn Case Study 6. Organizational Scale 1 7. Prep for Thursday
  • 4. What You Shouldn’t Expect From This Class
  • 5. What You’ll Get Out of this Class
  • 9. The mythos of Silicon Valley is that startups are what make it really special.
  • 10. The classic story: •a garage (apartment or dorm room) •technical founders •new product (the app!) •capital •product-market fit: off to races
  • 12. The problem with the classic story: now start-ups are abundant In Silicon Valley In the US In many countries — Asia, Europe, Global
  • 13. Yet, SV still produces many industry transforming companies. So by themselves, startups are not only what makes this place, and this way of doing things, really special.
  • 14. Silicon Valley is special because it enables companies to get very large, very quickly. Not just to start up, but to scale up.
  • 18. Private Unicorns by Region (via CrunchBase) Bay Area China LA India NYC Europe Elsewhere Top 10 5 2 2 1 % 50% 20% 20% 10% Top 60 28 11 3 4 3 5 6 % 47% 18% 5% 7% 5% 8% 10% Population 7M 1.4B 19M 1.3B 8M 750M lots Uber Xiaomi Airbnb Palantir Didi Kuaidi Snapchat Flipkart SpaceX Pinterest Dropbox
  • 19. Private Unicorns by Region (via CrunchBase) Bay Area China LA India NYC Europe Elsewhere Top 10 5 2 2 1 % 50% 20% 20% 10% Top 60 28 11 3 4 3 5 6 % 47% 18% 5% 7% 5% 8% 10% Population 7M 1.4B 19M 1.3B 8M 750M lots
  • 20. Private Unicorns by Region (via CrunchBase) Bay Area China LA India NYC Europe Elsewhere Top 10 5 2 2 1 % 50% 20% 20% 10% Top 60 28 11 3 4 3 5 6 % 47% 18% 5% 7% 5% 8% 10% Population 7M 1.4B 19M 1.3B 8M 750M lots
  • 21. Why the intense concentration? Why does it persist?
  • 23. What we’re talking about is a type of scaling that’s very particular to technology & Silicon Valley startups.
  • 24. The special sauce is that scaleups here depend greatly on networks (capital, talent, users, etc) that exist outside the startup itself. The network age: speed, global markets, global competition
  • 26. Themes we’ll talk about over & over this quarter 1. Networks 2. Positive feedback loops 3. Distribution advantage 4. Organization Scale, Revenue Scale, 
 Customer scale
  • 27. Some questions we’ll discuss this quarter What’s the role of the founder? CEO? Team? Board? How does hiring change as you scale? Who? How? Onboarding? How do you find product-market fit? How do you know? How evolves? How should you think about competition? Other threats? What’re the key decisions & questions you should be asking? When? How should you think about partnerships & business development? How does your strategy change as you grow? How do you think about global — markets, competition, scale? Lots more…
  • 28. Class Structure: Organizational Scale We’ll spend ~2 weeks on each stage. Org Scale (employees) User Scale (B2C users) Customer Scale (B2B) Business Scale (rev) OS1: Family 1s 10,000s 0 <$10M OS2: Tribe 10s 100,000s 1s 10M+ O3: Village 100s 1,000,000s 10s 100M+ OS4: City 1,000s 10,000,000s 100s $1B+ OS5: Nation 10,000s 100,000,00+ 1,000+ $5B+
  • 29. Organizational Scale & Functions: part of the grid that we will fill in OS1 OS2 OS3 OS4 OS5 People Product GTM Tech Strategy Operations Finance Hiring Management New Functs We will focus intensely on OS2 and OS3 to OS4
  • 30. General observations 1. When Blitzscale? (Preparation, Judgment) 2. Generalists to Specialists 3. Doers to Doer-Manager to Managers to Execs 4. Scale and innovation 5. Choice on adaptation vs. operational excellence 6. Global reach 7. Capital requirements 8. Speed is relative - but competition is global 9. Up-market and down-market
  • 31. OS1 (probably) a legal company tiny, close-knit team with ability to only focus on product-market fit no specialists, all doers, very adaptable OS2 a legal company, (most likely) some financing full team with ability to launch product and engage customers (generally) select specialists OS3 hiring first internal lawyers, HR team, real accounting many teams with ability to work on parallel threads and projects critical specialists, many functions OS4 global company, many offices teams of teams with ability to work in new products, new regions many specialists OS5 huge, global company essentially multiple companies with ability to play multiple product-market fits armies of specialists
  • 32. 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
  • 33. Stage 1: The Household
  • 34. Stage 2: The Tribe
  • 36. Stage 4: The City
  • 37. Stage 5: The Nation
  • 39. OS1: Key Functions 1. Product 2. Product-market fit 3. Role of founders 4. Hiring & company culture/values 5. Staying solvent/financed
  • 40. OS1: Important, but not as key 1. Board of Directors 2. Analytics & dashboards 3. Strategy 4. Everything else
  • 43. Mostly things start slow (the left side is often long) Then, sometimes, they
 start to work And in some special cases,
 they really, really work
  • 44. First 2 weeks (OS1) 9/22: Introduction 9/24: Sam Altman, Y Combinator 9/29: Michael Dearing, Harrison Metal 10/1: Ann Miura-Ko, Floodgate
  • 45. Sam Altman President, Y Combinator
 Founder, Loopt CS @ Stanford Sees thousands of new ventures; helps hundreds Assignment: reading & forum discussion
  • 46. Mechanics, sites, logistics LinkedIn Group (private to class) - you’ll receive an invitation to the group via e-mail - we’ll post content, reading assignments, questions - you’ll post questions, answers, etc Medium (open to public) - we will collect your Medium user names - optional (but recommended) you will post assignments to Medium - we’ll curate & re-post the best each week Questions, Assignments, Readings - you’ll receive an invitation to the group via e-mail
  • 47. Readings For Thursday (will post to LinkedIn group) Do Things That Don’t Scale, by Paul Graham www.paulgraham.com/ds.html Startup Advice, Briefly, by Sam Altman blog.samaltman.com/startup-advice-briefly Why Silicon Valley Works, by Sam Altman blog.samaltman.com/why-silicon-valley-works