In the digital virtual world, there has been such a “Creating Enterprise Collectionâ€, among which the three main contents can help the company to achieve rapid development: “The action is quick, refuse to stick to the rulesâ€, “release your own products as soon as possible, and Constantly innovating and "product sales can solve all problems."
These experiences, which may come from predecessors, have become universally accepted by future generations. Not only have they made large-scale innovations, they have created a lot of wealth, but they have also made significant contributions to the venture capital field.
But my digital medical company ProofPilot is just because these so-called "startups" almost died, I am worried that these rules may threaten the entire digital medical industry.
Our company is very lucky. ProofPilot was solid in its infancy, which allowed us to complete the seed round financing shortly after graduating from Blueprint Health (a startup incubator focused on medical innovation in New York) in the spring of 2014. At the same time, we also waste a year to try out the criteria for the development of the enterprise but find that they have not achieved the expected results, and still have the stamina and space to continue to rise.
The luck of other companies is not so good. Serious mistakes made by companies such as Theranos, Zenefits, and 23andMe were exposed under strict media "monitoring." No one wants to make mistakes or ignore important guidelines. I think there are more digital healthcare companies that will fail because their own strategic growth models are not compatible with the industry in which they operate.
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