The story of Theranos makes me think about where the "great filter" lines for startups are. My prior company - who I was with from ~20 people to the current 300+ - has been going through some shakeups that make me wonder. This adds to my thinking. I'd have thought that both were past those lines - hundreds of people, multiple offices? Seems like it'd be solid at that point. The common factor is that both have yet to…
You could say Theranos' core product was "released" - they were doing blood testing. Maybe badly . Maybe clandestinely on other equipment. But as far as the rest of the world was concerned it was "working". Plus you have to define what "core product" means. Is it the bit that makes money? A lot of startups have slotted the money making bit in later and gone alright; others never really could figure that out. And... r…
Theranos was built on the promise of an amazing new tech for blood testing, not on the promise of blood testing.
By "flagship product" I mean the thing you're basing your corporate identity on. Like the stereotypical waiter in LA, they're actually an actor; their identity (flagship product) is actor, but their day job (released/core products) is something else.