55. The train and the cargo

A startup should focus on building a product that solves a specific problem for a defined user in a defined context. This is the “cargo.” At this stage, the cargo can arrive in any manner, and that’s perfectly okay.

After achieving this, the company must focus on building a reliable, predictable, agile (sometimes fast) process that encompasses the entire organization. This is the “train.”

The cargo represents the product.

The train represents the process.

The cargo is important, in fact, it’s the most important thing at the beginning. It can reach the user in any way, with or without the train.

The train is vital for enabling the company to scale and innovate consistently with relevant cargo.

The intelligence of a product area lies in defining the cargo and, even more, in defining the frequency of the train, the size and quantity of the wagons, the stations it stops at, and the speed it travels.

Managing these variables ultimately determines the quality of the product, its reach, the inclusion of other company areas, the impact of innovation, etc.

Focusing on the train as a startup is dangerous.

Thinking only about the cargo when you need to scale is fatal.

This is because:

• Processes ensure the company’s survival beyond individuals.
• Processes can be measured.
• Processes can be improved.
• Users do not reward the best product, but organizations that best meet their needs.