I saw a great talk on this topic by Dharmesh Shah, founder of Hubspot. He says that movements are great, but they're necessarily harder to build. Convincing pe

I saw a great talk on this topic by Dharmesh Shah, founder of Hubspot. He says that movements are great, but they're necessarily harder to build. Convincing people to change the way they approach their job is _hard_, even if you're right. Then you have to sell them software, which isn't trivial. Their competition, Marketo, didn't build a movement. They latched on to the existing trend of Marketing Automation, and they built a huge business, at least as successful as HubSpot. In both cases, the software and ideas were new, but as a company, you don't have to be the standard-bearer for your movement. You just have to support it. As others in this thread have argued, you don't even have to have a movement to sell software. But fundamentally, if your software doesn't enable people and companies to work differently, you haven't built something deeply valuable. Outside of the early adopter SF-product-hunt folks, nobody wants to buy new software just for kicks. People buy software to change and upgrade their workflow. You can call it a movement or a trend or a wave, but it's always about change. If you want to build something enduring or big or valuable, you need the wind at your back, bringing a useful change to your customers.