Many businesses reach a million in revenue through sheer effort but then stall. The shift to scaling requires achieving product-market fit, which creates leverage and pulls in customers, leading to exponential profitability instead of diminishing returns from just pushing harder.

A company with modest growth experimented with niche content for a small user segment, revealing a massive, underserved market. This led to a second, separate app that quickly surpassed the original product's revenue and drove hyper-growth, challenging the "focus on one thing" dogma.

As a company grows, its old operational systems and processes ('plumbing') become obsolete. True scaling is not about addition; it's about reinvention. This involves systematically removing outdated processes designed for a smaller scale and replacing them entirely.

Technically-minded founders often believe superior technology is the ultimate measure of success. The critical metamorphosis is realizing the market only rewards a great business model, measured by revenue and margins, not technical elegance. Appreciating go-to-market is essential.

Meta benefits from a "do nothing, win" position in consumer-facing AI. The company can avoid costly R&D for new social features, knowing that any successful AI-driven application developed by a competitor can be quickly replicated and scaled across its massive user base, similar to how it handled Stories.

The biggest growth driver is mastering platforms where attention is currently underpriced. Businesses often fail by romanticizing past tactics or obsessing over future trends like the metaverse, completely missing the massive, free opportunity available in the present.

The path to immense scale is paved with relentless, disciplined, and compounding growth. Sridhar cites his experience at Google, where a recurring quarterly objective to increase revenue per query by 5%—compounded over years—was the engine that drove a product to a $100 billion run rate.

Pivoting isn't just for failing startups; it's a requirement for massive success. Ambitious companies often face 're-founding moments' when their initial product, even if successful, proves insufficient for market-defining scale. This may require risky moves, like competing against your own customers.

Scaling a company isn't linear. Founders first achieve Product-Market Fit. The next stage is "Company-Market Fit," building organizational structures for growth. Crucially, they must then cycle back to reinventing the product to stay ahead, rather than just managing the machine they built.