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Lewis Gersh's Blog
Thoughts on Venture Capital, Digital Media and Transaction Processing.

The Velocity of Obsolescence

I have been discussing a concept called “The Velocity of Obsolescence” periodically over the last year in our partner meetings and with venture colleagues and was asked to share it for discussion. Essentially the concept speaks to the rate of speed that an innovation and/or the competitive advantage of an innovation will lose its value. Innovations may be in technology, product, sales, marketing, and so on.  Ventures typically have many innovations they rely on at any one given time and each has a “shelf life” from its inception.

I believe the Velocity of Obsolescence has been accelerating dramatically in early stage ventures of web enabled services and this has significant ramifications for venture funds and portfolio companies.

Obsolescence is accelerating for a variety of reasons. Web infrastructure “plumbing” is now stable, enabling companies to launch with greater capital efficiency. Underlying business models have been proven so that we now see exciting new versions or extensions of them. Data has never been more easily available, especially with the growth of APIs, to leverage for value. The web has become ubiquitous, thanks in large part to broadband, wireless and the current shift to mobile. Time to market has accelerated greatly and large companies are willing to be beta-test customers for start-ups. It has never been faster and cheaper to start a web services company. There are a multitude of professional funding sources for start-ups. Start-ups can become large companies in a very short period of time. And so on.

In a very real sense, due in great part to the factors above, the velocity of innovation has increased dramatically which is itself a key variable in the velocity of obsolescence. Moore’s Law states that the number of transistors that can be placed on an integrated circuit will double every 24 months. Stein’s Law states that if something cannot go on forever, it will stop. What is the law for The Velocity of Obsolescence and are we in an acceleration mode?

An early stage web services company has a set amount of time to execute on its innovations (build, go to market and start to scale to gain defensible market share) before forces such as competition, market developments, technology advances, etc. render some portion or all of the initial innovations obsolete.  The venture must continually innovate upon their initial innovations to stay ahead of the incessant waves of obsolescence approaching from all sides.

Web enabled services only really got going about fifteen years ago.  In my experiences as an entrepreneur and a VC across that time, I think fifteen years ago a venture with innovations had about forty-eight months. That means if a good venture did not innovate upon its good initial innovations, on average after forty-eight months the venture and/or its innovation(s) would be obsolete.  I think ten years ago it was probably thirty-six months.  I think five years ago it was probably twenty-four months.  I think today we are at about eighteen months.  Interestingly time-to-obsolescence has probably been occurring faster as time itself progresses.  This is the Velocity of Obsolescence and it has been accelerating. Time-to-obsolescence for a good innovation can never achieve zero and eventually the curve should flatten out, but we are not there yet in early stage web enabled services.

This affects our fund strategy and probably other funds in a number of ways. Entrepreneurs will require greater experience in the sector to be able to build quickly and innovate constantly. Venture funds are better being focused so they can add-value and help accelerate their companies as opposed to being generalists who police them. Valuations are best set to keep options open for future financings and/or exits so the venture can make fast choices and not be hamstrung into a forced binary path of success or failure.  These are just some of the strategies to deal with a market in which the Velocity of Obsolescence is accelerating.

Do you believe the Velocity of Obsolescence is increasing for early stage ventures in web enabled services?

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  • http://eusef.com Phil

    Lewis, Great read, it is very interesting to take a step back and review the situation like this. I wonder if the mean time to dead pool is actually decreasing or if entrepreneurs are just spending more time cheaply bootstrapping and then approaching investors later in the game for quick rounds that may burst or go big?

  • Lloyd

    Good point, congruent with Kurzweil’s Law of Accelerating Returns…

  • Chris Sheehan

    Lewis – good post and consistent with what I have seen in the industry over the last 10 years.

    Chris

  • Scot Brew

    Good read. The estimated 18-month shelf life for web enabled services matches what we have been feeling about film industry technologies over the past few years. I like the term, description of it, and also how it applies to companies and investors.

  • Vgeshahan

    Lew,

    Once I realized this was about the Velocity of Obsolescence, and not the much faster Velocity of Obesity, I thought I’d add a few observations.

    You are onto a new element in economic evolution. We have all heard about the shortening of life cycles in the auto business. I think it is true in all industries. I have often observed that Warren Buffett’s favorite holding period (forever!) may be much tougher to achieve. I don’t think I’m capable of quantifying it as neatly as you have, but no one in any industry, even consumer products with less technological content, can count on a sustained run with market leadership.

    Thanks for you insights!

    Gene Shahan.

  • John Baker

    18 months! It takes 18 months to get traction on an idea and be to a point anyone knows your name. Or to remember your business isn’t about Behaviorial Targeting (so last year), but really Social Activity Targeting (so Facebook). And all when the end client still doesn’t understand how keyword buys work.

    Isn’t there a risk this fuels entrepreneurs’ classic short attention spans and leads to the other classic death of a new business: nonfocusitis?

  • Mark Caron

    The web-enabled services market is definitely moving increasingly faster, for all the excellent list of reasons you cite, but we should all remember that true, breakthrough innovation still can take time (more than 18 months) to take form and gain traction. Many of the best startups have been way ahead of the market, and needed time to adjust their focus and let the market catch up.

  • http://www.thinkstorm.com Thorsten Claus

    I have mixed feeling about your observation, mainly because the borders between ‘traditional’ VC investments, incubators, and holding companies are getting fuzzy. If your fund is focusing on helping to develop products, then the VoO is definitely accelerating. If your fund is rather for incubation of products, then your strategies will be significantly different from incubating companies. Sounds a little bit like Brickhouse for me. But it takes a different level to create a company, not only a product.

    To my point: Tynt or Fetchback are more than products. Sure: I can create and copy scripts of Tynt and start my own analytics website, but that doesn’t really cut it, right? (and it won’t scale to 20b pages, 250m users, and countless B2B relationships and channels, either)

    I agree with faster beta testing / more prototyping and accelerating opportunities for customer acquisition. But prototyping early and often leads to publicizing products or features instead of making companies public – hence the felt need for faster innovation (in the ‘old times’ we first built the company, not ‘just’ several beta products). I’m sure there is a place for VCs that ‘prototype’ often and early and their mechanics will be different, as the acquired customers may neither be paying nor sustainable.

    Which brings me to sustainability – or long-term positive effect on quality of life at a larger scale. Many services and apps are surely fun and entertaining, interesting and helpful. But do they move boxes? Do they help producing something? Do they make me healthier? Do they reduce carbon footprint? I’m becoming increasingly weary of investment opportunities that are just ‘nice’ – and there are really many of them. my Point: Because of lower (capital) market entrance barriers (thank you, Cloud) VCs can find more and increasingly smaller-sized early-stage opportunities, but not all of these opportunities make me excited.

  • http://twitter.com/LewisGersh LewisGersh

    Great comments and agreed. We are a backer of companies, not products, and no we do not incubate them (any more so than our portfolio companies all test and refine through the seed stage we fund). And per your later point, one of the ramifications of greater capital efficiency is the “noise in the system” from so many entrants in a given sector. While it doesn’t cost as much time and capital as in Bubble 1.0, we do see too many entrants that are features, not even products, let alone companies, but mostly on the consumer facing side, less so on B2B where we are focused.

  • http://twitter.com/LewisGersh LewisGersh

    Well put. I was focused only on the average of web enabled ventures, not the many of the best which often do run longer and then have the benefit of developing a defensible market share/brand awareness as the leader. And faster than ever today like Groupon or Zynga. And probably more so in consumer facing as well.

  • http://twitter.com/LewisGersh LewisGersh

    I think an entrepreneurs greatest asset is also their greatest liability: The enthusiasm to will things into being which drives the venture forward, but also attracts opportunistic distractions. But their ADD and/or innovation refinement is probably not to blame for the behind-the-times issue agencies face. Mark Twain: “When the end of the world comes, I want to be in Cincinnati because it’s always twenty years behind the times.” He could have swapped the city for “client’.

  • http://twitter.com/LewisGersh LewisGersh

    Thanks Gene and very funny on Velocity of Obesity. My cousin from West point told me that 3/4 of all high school grads are ineligible for the Army due to obesity. That is a frightening statistic!

  • http://twitter.com/LewisGersh LewisGersh

    Thanks Scott, was wondering when i was drafting this how much it applied and with what time frames to other high tech innovation sectors. Interesting to hear in film.

  • http://twitter.com/LewisGersh LewisGersh

    Thanks, much appreciated and good to hear.

  • http://twitter.com/LewisGersh LewisGersh

    Thanks Phil. Hmmm, or maybe both things are happening concurrently, I think.

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