For example, LinkedIn(as a product) is a social network for professionals. It introduced lot of features. Maximum it could have done is having their own blind, Glassdoor and levels.FYI. But adding more news features year after year is never gonna happen for them. Things like polls or status have become more of noise. At least status makes sense for events etc. they did acquire skill learning website. But 20 years down the line, their graph will be more of plateau. It’s better to understand this sooner than later. We can say same for Quora. Unless they transform into Alphabet or Meta they can’t justify themselves. Even for Tesla, let’s say every family in world bought a Tesla, what’s after that for Tesla? (Don’t mixup solarcity and other companies into Tesla). Let’s just discuss about Tesla as a individual unit. If you are disagreeing please explain in comments. Thanks .
I get the concept, but I think your scope is too narrow. At some level most software will indefinitely need feature development dedicated to integration with new external systems. Otherwise you end up behind and incapable of smooth upgrading like the bank mainframes that run on COBOL. Just think if LinkedIn had been made in 2008 with jQuery 1.X and had never been updated to integrate with Twitter or Facebook etc? And at some point maybe LinkedIn will need to integrate with Crypto/NFTs/Metaverse.
But aren’t those updating to latest technologies and adapting to external changes like new payment forms. Not new features. I’m more talking about feature growth for an overall company/product.
I mean, if no integration exists then it is a new feature of the product by definition
Tesla has a lot of tangential ventures for it’s battery and manufacturing process technologies. Big auto has become corporate and lazy, but Tesla actually tries new stuff that can work in other industries.
Op you are kinda mixing features and verticals. All above examples can be right that they are bloated with features. But all of them, including LinkedIn can definitely branch out verticals. Linkedins revenue is not just from their main recruiting site but also from things like Learning, courses etc crude example is They could have expanded further into providing HR as a service instead of just recruiting.
robotaxis 🤡
Hypothesize, test, pivot and grow or die. Death is inevitable, iteration and evolution prolongs your timeline.
Also not to use them as an example cause much of the time their focus of growth can be borderline sociopathic… but what FB did to pivot from a merely social network to an in platform ad network to a multi-platform ad network is a great example of feature creativity driving tremendous growth. I know your definition of feature is fairly narrow but I that is where the problem with your question lies. LinkedIn can and should be doing a ton more to enhance how professionals can grow their influence, improve their skills, and monetize their time on platform. Frankly, it’s currently at its infancy wrt creating a thriving creators community on the platform.
I put together following article a couple of years ago, take a look and appreciate how big of functionality gaps LinkedIn had and what is its potential: https://rajakhurram.blogspot.com/2020/03/5-steps-to-50-billion-for-linkedin.html?m=1
Likewise, Tesla has a huge potential in self driving space as the whole self driving car market is yet to be created actually. Basically, tesla can be a subscription based self driving tech provider which can turn any vehicle into self driving one. Similarly, tesla has huge potential in car charging market (think of Exxon or Shell of future).
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Shareholders have to disagree!
I don’t get you.