The main problem with PG's article is that he is, as always, overly focused on startups. For something to be a revolution, it has to last for a while (otherwise it's just a rebellion, and a failed one on top of it), which is something directly opposite to the nature of startups.
By definition, startups don't last -- they either disappear (either by failing or M&A), or they stop being startups and turn into "regular" companies. But, that being said, I still think that Paul is on to something -- the future model of a succesful company is not a large multinational conglomerate like IBM, Microsoft or Shell, which is too large for its own good and where, like with dinosaurs, it takes ages for a signal to travel from limb to brain and back.
Instead, I believe that the future of companies lie in small, flexible and agile companies which have simple operations and global reach. This doesn't mean that a successful company should somehow prevent its own growth -- but it should grow in small units, sprouting new, smaller companies which operate on their own.
My favo(u)rite example, which proves that this model works, is the Virgin Group, which includes lots of small to medium sized companies which operate in a number of different industries. For a traditional, centralized company such diversity would be a suicide, but in this case the companies are connected by the common brand and its messages.
By definition, startups don't last -- they either disappear (either by failing or M&A), or they stop being startups and turn into "regular" companies. But, that being said, I still think that Paul is on to something -- the future model of a succesful company is not a large multinational conglomerate like IBM, Microsoft or Shell, which is too large for its own good and where, like with dinosaurs, it takes ages for a signal to travel from limb to brain and back.
Instead, I believe that the future of companies lie in small, flexible and agile companies which have simple operations and global reach. This doesn't mean that a successful company should somehow prevent its own growth -- but it should grow in small units, sprouting new, smaller companies which operate on their own.
My favo(u)rite example, which proves that this model works, is the Virgin Group, which includes lots of small to medium sized companies which operate in a number of different industries. For a traditional, centralized company such diversity would be a suicide, but in this case the companies are connected by the common brand and its messages.