> my immediate thought was how on freaking earth, Google nor MS with their billions haven't been doing this long ago. My biggest takeaways so far, running an e

> my immediate thought was how on freaking earth, Google nor MS with their billions haven't been doing this long ago. My biggest takeaways so far, running an early stage startup and working around and with Enterprise cos and "late stage startups" (i.e. $10B+). - Large cos can move surprisingly slowly, especially around significant product updates and improvements. - Large cos, to varying degrees, have a tendency to stifle innovation inadvertently via internal politics: those with the ambition to make change often don't have the lateral freedom to execute. These are mostly a function of being a victim of success: you move slowly because you don't want to alienate an existing, paying userbase and you have politics because of policy and process that have helped you reach massive scale. Startups (i.e. Airtable) have a massive advantage early on if they stay lean for as long as possible before nailing product-market fit and scaling, because it's easier to make "alienating changes" to your product and innovate when you have fewer customers and little revenue. Politics also haven't yet set in as a defining characteristic. To my knowledge, Airtable did a fantastic job early on at executing carefully, clearly defining their product / market and understanding their customer before scaling.