Executive Summary
In today’s fast-paced, technology-driven marketplace, companies must be prepared to scale quickly and efficiently. This is particularly critical for early-stage or growth-stage companies, as performance is often measured against specific benchmarks such as enterprise valuation.
The use of existing systems, when weighed against the opportunity to pursue a long-term solution from the start, may be considered the analog of the mature-stage company’s “build or buy” decision-making process. A number of decision parameters are transferable, and the risks and potential ROIs are quite similar.
Starting with a scalable technology platform is not just an IT decision; it is a strategic move that can significantly impact a company’s long-term success. This whitepaper explores the critical reasons for adopting a scalable platform from the outset, supported by industry research, case studies, and insights. The paper also briefly touches upon the needs specific to an M&A approach to scaling, a model which requires further unique consideration.
1. Introduction
1.1 The Challenge of Growth
As companies grow, the complexity of their operations increases. This complexity requires systems that can handle higher data volumes, more users, and greater transaction loads to support increasingly robust workflows. Without a scalable platform, businesses risk operational bottlenecks, increased costs, and the need for disruptive technology overhauls.
1.2 What is a Scalable Platform?
A scalable platform is designed to grow with the business, supporting increasing demands without compromising performance, security, or user experience. These platforms are typically built on modular architecture, cloud infrastructure, and integrated with APIs that allow for seamless expansion. Scalability also hinges on a platform’s ability to support increasing complexity in workflow management – a question taking depth into greater account, rather than scale.
2. Benefits of Starting with a Scalable Platform
2.1 Long-Term Cost Efficiency
Research by McKinsey has shown that companies investing in scalable platforms early can reduce long-term IT costs by avoiding the need for costly re-platforming and reducing technical debt.1https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/tech-forward/get-the-most-out-of-your-platform-transformation By adopting a scalable platform, businesses can better manage their resources, leading to more predictable and manageable IT expenditures.
2.2 Operational Agility
A study by BCG indicates that companies with scalable technology infrastructures are more agile and better equipped to respond to market changes.2https://www.bcg.com/publications/2022/keys-to-scaling-digital-ability-and-value This agility enables faster integration of acquisitions, quick deployment of new features, and the ability to scale operations in line with business growth.
2.3 Risk Mitigation
Deloitte’s research highlights the risks associated with delaying the implementation of scalable systems. Companies that postpone investing in scalable platforms often face significant operational risks, including system outages, data silos, and integration challenges, especially during periods of rapid growth.
2.4 Competitive Advantage
Gartner’s analysis reveals that companies with scalable digital infrastructures can maintain a competitive edge by quickly adopting and scaling new technologies.3https://www.gartner.com/en/insights These companies are better positioned to innovate, enter new markets, and meet customer demands.
3. Scalability and Mergers & Acquisitions (M&A)
3.1 Importance of Scalability in M&A
Scalability is particularly critical in the context of mergers and acquisitions. A scalable platform can simplify the integration of acquired companies, ensuring that IT systems can handle the increased complexity without major disruptions. Bain & Company emphasizes that companies with scalable platforms have a higher success rate in M&A activities due to their ability to quickly integrate new acquisitions and realize synergies.
3.2 Enhancing Integration Speed and Efficiency
McKinsey notes that the integration phase of M&A is where many deals falter. Delays in integrating IT systems can lead to prolonged periods of inefficiency and lost value.4https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/tech-forward/get-the-most-out-of-your-platform-transformation A scalable platform allows companies to integrate acquired entities more smoothly, reducing downtime and ensuring that the benefits of the acquisition are realized as quickly as possible.
3.3 Reducing M&A Risks
The integration of different IT systems is one of the most challenging aspects of M&A. Companies that do not have scalable platforms often face higher risks of failure during integration, including data loss, operational disruptions, and customer dissatisfaction. By contrast, scalable platforms offer the flexibility needed to absorb new companies without these risks, making the post-M&A period more stable and productive.
3.4 Case Study: Successful M&A Integration
Consider the case of a multinational corporation that expanded through a series of acquisitions. By starting with a scalable platform, the company was able to integrate its acquisitions rapidly, achieving synergies faster than its competitors. This not only improved the company’s market position but also increased shareholder value through efficient operations and cost savings.
4. Risks of Delaying Scalability
4.1 Technical Debt and Increased Costs
Delaying the adoption of a scalable platform often leads to the accumulation of technical debt. This includes the use of temporary solutions that require ongoing maintenance and upgrades, ultimately leading to higher costs and more complex future migrations.
4.2 Operational Disruptions
As companies grow, the pressure on existing systems increases. Without a scalable platform, businesses may experience frequent outages, system slowdowns, and integration issues, which can disrupt operations and erode customer trust.
4.3 Missed Growth Opportunities
The inability to scale quickly can result in missed opportunities. Companies may struggle to enter new markets, expand product lines, or integrate new acquisitions if their technology infrastructure cannot support such growth.
5. Case Studies
5.1 Tech-Focused Giant Prioritizes Collaborative Architecture
A large software enterprise called ENT places significant importance on optimizing the evaluation process for potential acquisition targets. The company recognizes that achieving synergies between technology firms can lead to substantial additional value, as well as higher returns from mergers and acquisitions (M&A).
ENT uses automation in its M&A process to accelerate the realization of alignments between its position and that of potential targets. Much of the technology leveraged throughout this process is acquired through firm-to-firm partnerships within ENT’s greater ecosystem. By speeding up the deal cycle and focusing on critical issues immediately, the value of the overall acquisition is enhanced, while minimizing implicit or explicit costs associated with the process. Most importantly, leveraging the right technologies to evaluate potential acquisitions does not saddle ENT’s day-to-day teams with unnecessary operational burdens.
Further, smaller more nimble firms will possess an agility and mobility that ENT lacks due to its sheer scale. Working in partnership with external firms – many of which are new entrants in nascent-stage markets – enables partnerships to develop and deepen organically, effectively preparing the target for integration into ENT’s larger holistic infrastructure.
5.2 AI-Driven Real Estate Brokerage Positions as Both “M” and “A”
Double T (DT), a real estate brokerage firm, was widely recognized as a successful, local service-based business. Yet, its founders had bigger dreams, and were intent on proving that a brokerage agency could achieve an unprecedented level of scale through serving a “tech-enabled” product to its brokers and customers.
Though building these tech-enabled tools in-house was taken under careful consideration, the firm ultimately decided to establish a partnership with a new software entrant in the real estate valuation market. This software platform aggregated data from residential and commercial deal closures across the U.S., and helped to identify early signals of potential inventory (real estate assets), which showed a high probability of coming online within a set time horizon. This enabled the sell-side brokers to streamline their workflows, react faster, get an edge on the competition and offer more precise bids against the market.
From an operational perspective, the outsourcing of the technology component to a partner enabled the DT team to remain focused on its primary objective: providing a superior brokerage experience to its clients. Partnering with a specialized software firm in the same space also yielded secondary and tertiary benefits: training was provided by the partner company, as was support, and the DT team benefited from a continuous iteration cycle whereupon new product features and enhancements were released. The partner company remained tightly focused on building to the mission of its end-user, which was ever-evolving.
DT was so successful in keeping its technology debt low that when it acquired other, smaller brokerage firms, the integration process (at least, at a technology level), was seamless. DT was acquired in 2022 by a large, multinational real estate conglomerate, and a major factor that greatly influenced the speed of the transaction was its optimized approach to operations and I.T. infrastructure.
5.3 Lifestyle Club Misses M&A Target due to Inability to Scale CRM
The AB Club was long-celebrated for its lavish premises, renowned restaurant and exclusive clientele. Operating on a membership model (initiation fee, plus annual dues), AB was looking to expand its operations to new locations abroad, first through the spearheading of information-driven partnerships with existing European players, and later through the implementation of a long-term roll-up strategy.
The true value of any club-based establishment exists in its clientele, which, in AB’s case, was composed of an exclusive group of executives, politicians and entertainers from across the U.S. Intelligence surrounding these clients’ engagement with the Club was managed in-house through its existing Customer Relationship Management (CRM) software, by then already a legacy product for which minimal support existed. When confronted with the decision on whether to keep its existing CRM or acquire a new, scalable system in advance of integrating client bases with its cross-continental counterparts, the AB Club determined it would be significantly more cost-effective to remain with its existing solution. This would enable the Club to explore re-platforming options concurrently, for when the company eventually entered its roll-up phase.
The AB Club shared its CRM with its partners, in the hopes that it would become a centralized platform for all client intelligence.
There were multiple challenges that arose with this approach. The AB Club had overlooked several key assumptions: (1) that all clubs followed the same operational protocols; (2) that other clubs tracked intelligence on its clientele continuously; (3) that other clubs tracked intelligence digitally; and (4) that operational teams were capable of onboarding to software in the absence of unified training.
These overlooked assumptions, in combination with the inherent limitations of the CRM software, contributed to significant challenges during a period of hopeful rapid growth. A lack of intelligence-sharing across the AB Club and its partners eventually led to substantial losses, implicit and explicit, and exacerbated existing redundancies.
Ultimately, the challenges proved insurmountable. The AB Club was unable to share intelligence seamlessly across its larger network, and relationships between teams broke down. Plans to deepen relationships across the club network were halted. Though widely labeled an operational failure, it is not difficult to trace the roots of the problem to a gap in the Club’s information architecture.
5.4 Arts School Student Assist Program’s Failure to Launch
In the Fall of 2020, a preeminent performing arts school launched a booking service to help support its student musician population. Since the student body was composed primarily of “gigging” musicians, there was a distinct mission the school sought to accomplish: to help young players garner more performance opportunities and capture more revenue.
The school task force (STF) assigned to running the operational component of the program developed a plan to keep booking logistics as lean and efficient as possible. Though courted by several appointment booking software companies to develop a partnership and present a scalable solution for its student body, the STF concluded that the initiative would be better served from a cost standpoint by assembling an ad-hoc solution from disparate existing tools, and build a layer of custom integrations between them to bridge remaining gaps.
This ad-hoc solution provided to each musician consisted of 4 cornerstones: (1) Digitized musical scores; (2) Online travel agendas; (3) Peer-to-peer communication (e.g., iMessage / WhatsApp); and (4) Automated expense reporting. Integrations were developed to automate routine tasks (e.g., digitizing receipts and submitting them as expense reports).
The vision was promising and the use case en pointe, but the STF had gravely miscalculated the specs of its end-user persona. As school administrators for the very same musician population, it should have taken the phenomenon of “change adversity” under consideration. Asking a manually-driven user base (e.g., paper musical scores, calendars and agendas) to suddenly shift to a completely digitized workflow required transition time that the STF did not account for in its projections.
Further, as the STF worked to create an operational path forward, it also did not account for the software integration development cycle, which was continuous. When any of the existing product APIs were updated, it forced an update to the integration layer that acted as a bridge between disparate services. This recurrent “patching process” resulted in a host of additional unforeseen costs, as well as frequent system downtime, which hindered its operations and ability to serve its user base.
The result was a fragmented user base, with one-half perpetually frustrated by a lack of updated versioning on their devices (leading to the provision of inaccurate or outdated information), and the other half still embracing change adversity while missing out on the value these digitized tools were meant to provide.
The short-term solution to these problems was for the STF to return to using manual processes to deliver required information to musicians, which bogged down operations and negatively impacted the cost-benefit analysis of the larger initiative. The school terminated its booking service in the Spring of 2021, citing a lack of enthusiasm from within its student population, as opposed to a failure in alignment between a bespoke yet cost-effective solution and the greater needs of its end-user profile.
6. Conclusion
Starting with a scalable technology platform is essential for companies looking to grow efficiently and maintain a competitive advantage. By investing in a scalable platform from the outset, businesses can avoid the risks associated with technical debt, operational disruptions, and missed opportunities. The long-term benefits of scalability—cost efficiency, operational agility, and risk mitigation—far outweigh the initial investment, positioning companies for sustained success in an increasingly digital world.
