Bigger doesn't make a company better at serving customers. Bigger isn't more rewarding to work for. Bigger doesn't attract investment.

Big companies are hierarchical, self-reinforcing and organized to minimize new threats to the existing order. Big-company management is focused inward, and resources are directed towards preserving past successes, rather than future opportunities.

Evidence shows that there are significant limitations to sheer size. High-performance businesses are very rarely the biggest. With today's technology acceleration, information is the basis of competitive advantage. Strategy and execution must be organized around information, using it to gain unique market insight that can rapidly be turned into products and services. In the new information economy, the relationship between strategy and agility attains great importance; most big companies just cannot be agile.

New products and services can obsolete the old frighteningly fast. High-performance companies can achieve success by focus on the rapid development of innovative new products and services for global markets. Today, that kind of high performance usually comes from relatively small companies.