Two ways to reshape a business: roll them up by consolidating services into one integrated offering, or tear it apart by unbundling and selling the strongest piece standalone. Each works when conditions are right.
Roll them up or tear it apart. I think those are two major strategies when it comes to disrupting supply chains and how, you know, business gets done. The first is you might take multiple sort of disparate services or ideas or members of the supply chain and then roll them up together, integrate them to offer a single offer to the customer in order to simplify how they're going to do business. That can be done at like the financial level. That's the way a lot of PE firms work. That can be done at a technical level, being able to offer a little more of a platform, sort of an all-in-one experience, when like, as opposed to having to pick each of these tiny little things, right? A product rather than a bunch of features. And then the other side is being able to tear it apart. There are many situations in which like a product has a feature or has a bunch of features that it's not world-class at. And it can be really profitable to say we're going to tear a piece off of that and then offer that in a world-class way. The trick is that needs to be valuable enough for someone to say, I want to have just that one piece à la carte, as opposed to the rest. When you do, I pair of those strategies can create a lot of value.
