Scale is what separates a good idea from a revolutionary one. Scale used to be a main driver that kept the big organizations in control.
New Exponential Technologies have changed this model. Uber scales completely different than a traditional Cab Company.
Similarly, Airbnb vs. a hotel chain, one had to invest billions of dollars in properties for guests, the other used a website and community to leverage existing assets and blew past major hotel chains without regard to conventional barriers to entry.
A long standing great question for a revolutionary idea for today, then, is to ask is “does it scale?”.
The new question is, “how does it scale?”.
Before, if you wanted to be a global hotel chain, you had to have incredible resources to build hotels around the world. Airbnb came out of the pack leveraging existing physical infrastructure and used proven adjacent possible web technologies to make a Giant Leap on the hotel industry in a relatively very short time.
Uber did the same thing to personal transportation taking on a variety of transportation verticals globally at the same time. These are just two startups that speedily scaled up using well-known forces and existing inventories using well known pretty new ideas from other industries.
When knowledge is widely available, most everyone is connected, the tools are built and mostly free, scale is a force often sitting right there, just waiting to be wielded. Even the largest of organizations are subject to such a force.