@ethar_alali @rangarajan_nallappa Indeed. A key point is that nobody will buy, unless the first thing solves a specific problem. Even if it's a general tool I founded and built Automedi. We sell it as a solution to care products shortages, but if you stick just to that, it causes different sorts of problem. Our solution is (non-exhaustive list): 1. A circular economy 2. A digital twin supply chain 3. A distributed manufacturing platform 4. A bioplastics enabler (cutting down on oil based plastics) 5. An economic leveller 6. Commodity market ... We consciously made technical decisions to ensure we can find our niche, as most people can't carry all of that in their heads at once. So we focused on just one thing to start (the manufacturing appliance) and can easily pivot to any vertical in less than a few days.

@ethar_alali @rangarajan_nallappa That is some real good insights :)

@salonist_software But just a feature upgrade? I would beg to differ. I think the change (or evolution) needs to be bigger. The problem the product solves, or may the whole purpose of the product must evolve. Re-positioning is a mandate, don't you think so?

@salonist_software @rangarajan_nallappa I would agree with that. Also, I would add that it is much harder to create an innovative product rather than add one more feature. It takes more time, energy, effort, mental capacity, resources, infrastructure and a solid team behind your product. Everybody should be on the same page, knowing how to move forward. The executive team should be focused on vision, mission, values, and company culture. These components are inseparable from a sustainable business, which can continually innovate at times of economic uncertainty and instability.

@rangarajan_nallappa Yes, Re-positioning is a mandate, but its according to customers demand.

@dragos_bulugean Absolutely. Staying relevant is the key.

@sanjith_kanagavel Those that wouldn't evolve, would fail eventually.