--- id: 20150101_000000_7series-introduction title: Intelligent Netware 7series Introduction content_kind: video youtube_id: xwdZGdeHrrU youtube_url: https://www.youtube.com/watch?v=xwdZGdeHrrU youtube_channel: Intelligent Netware youtube_channel_handle: "@IntelligentNetware" youtube_channel_url: https://www.youtube.com/@IntelligentNetware youtube_description: > Daniel Comp, CIO of Intelligent Netware, offers unexpected insights for leaders who want to scale, recover, or change an enterprise — and points them to Kiosk, Studio, and Tribe. watch_stem: intelligent-netware-7series-introduction watch_path: /v/intelligent-netware-7series-introduction.html category: Videos predicted_narrative_arc: Leader sees the gap and chooses tools sentiment: Steady emotions: - Confident - Inviting keypoints: - Place your company on the U.S. business-size pie and name who you need in order to move. - No founder is world-class at product, sales, and finance at once; staff those seats and work on the business. - Most buyers sit with innovators and the early majority; a flattening sales curve is a cue to renew tools. - Lead by naming a market gap and filling it; preferential attachment follows. - Context tricks decisions; simple frames still need care. - Kiosk for scale, Studio to work on the enterprise, Tribe for owned private community and referrals. summary: > Daniel Comp, CIO of Intelligent Netware, talks to leaders who need to scale, recover, or start overdue change. He places a company on the U.S. business-size pie, shows why one person cannot own product, sales, and finance, maps customers on the diffusion-of-innovations curve, and names the gap a tribe can fill. The close points leaders to Kiosk, Studio, and Tribe, and to a conversation with Angelina Musik-Comp. tags: - video - youtube - intelligent-netware - kiosk - studio - tribe - leadership sycophancy: 2 truth_score: 8 entropy: 3 sample: false consent: own_laptop agent: garwis created: "2026-10-05T18:00:00Z" updated: "2026-10-05T18:00:00Z" vault_stage: 07_CODEX headwaters: youtube prefix: VIDEO enrich_status: ok enrich_blockers: [] enrich_method: bot pipeline_filename: VIDEO_2015-01-01_intelligent-netware-7series-introduction.md source_kind: youtube proposed_topic: Videos lane: Videos voice: daniel active_voice: daniel voices: - daniel routing_source: carbon corpus_topic: Videos content_status: approved date: "2015-01-01" asker_site: asxer.com question: Where can I watch the Intelligent Netware 7series introduction video? --- # Intelligent Netware 7series Introduction ## Key lessons - Place your company on the U.S. business-size pie and name who you need in order to move. - No founder is world-class at product, sales, and finance at once; staff those seats and work on the business. - Most buyers sit with innovators and the early majority; a flattening sales curve is a cue to renew tools. - Lead by naming a market gap and filling it; preferential attachment follows. - Context tricks decisions; simple frames still need care. - Kiosk for scale, Studio to work on the enterprise, Tribe for owned private community and referrals. ## Transcript Hello, I'm Daniel Comp. I'm the chief information and technology officer for Intelligent Netware. And the goal of this recording is to give you some unexpected insights which lead to a greater understanding of your own enterprise. You're going to want to couple that with some ideas and some actions that you can take immediately to grow your company, to recover from some unexpected challenges, or to initiate some long overdue internal changes. And I want to talk to you as a leader. And first I'm going to set the stage with some credibility. I co-founded the company in 1997, and along with Angelina Musik, my wife and the CEO, we've delivered some really impressive solutions to name brands and corporations both large and small, professional athletes, astronauts, physicians, economic development experts, and municipalities. Angelina has been nominated into the Texas Women's Hall of Fame and been recognized by US Senator Kay Bailey Hutchison as well as Texas Governor Rick Perry, and then twice by the Small Business Administration as their champion of the year. And so in short, we're a privately held company with a reputation and a history of delivering on some pretty big ideas. We're currently working out of our 7series, and that's our seventh software iteration, which is a product lineup of the Kiosk, Studio, and Tribe, which is a pretty good segue for me to talk to you as a leader about Seth Godin's book called Tribes. I've been rereading it lately and thinking about how much the cover here really reminds me what it is to be a leader. If you notice that Seth is right here in the middle and there are people all over the place here that are running away from the ideas he's presenting while some are being attracted. What I find really fascinating about the illustration is in some sense the same irony that you and I have at the moment. Think of J.J. Abrams and Lost or Alias or all of these other creations of his. What's going on right now is that I'm courageously presenting our new product to what I hope to become a large tribe of customers for us. And at the same time, I'm trying to help you understand our product so that it will help you lead your tribe. So I find it, as I said, very ironic, and which is a perfect segue again into talking about your company and your enterprise. So let me present you with a few what I hope to be unexpected insights into your own enterprise. ### The scale of your enterprise First up, let's consider the scale of your enterprise, where it is today and where you'd like it to be in 3 to 5 years compared to all the other companies in the United States. You see, currently there are approximately 32 million businesses that the government has on record. Of those, there are 15 million men in business by themselves, no employees. That's approximately 47% of the pie. There's 6.5 million women in business by themselves, 20%. The small enterprise, which has 1 to four employees, represents 6.2 million and 20% of the pie. Then there's 4.3 million classic small businesses. These are the businesses that the Small Business Administration, the SBA, goes after for their loans. And they have five to 500 employees. And then there's the remaining 6,000 which have 500 or more employees and they're large employers. So, where are you now and where would you like to be? And the question usually is, how do I get from where I'm at to where I want to be in this pie over the next 3 to 5 years? So, it's a matter of finding the right people and the right tools in order to scale your operation. ### PMF factors Next, let's take a look at how your PMF factors stack up. All companies have to produce a product or deliver a service. They have to tell the world and take sales orders and they have to account for it, measure how well they're doing, and pay all the bills in order to produce a profit and be sustainable. Now the thing to consider about your enterprise is how much of your time you spend focused on any one of these: producing the product or delivering the service, telling the world or acquiring a sale, or dealing with the finances of it. And in any one week, you may do one or two or possibly all three of these components of a business depending on the scale of your enterprise. But what I can assure you is that you're not fabulous at all three. You see, it's psychologically impossible for someone to be beautifully talented and wonderfully brilliant as an industry leader in all three of these areas. That's why you see the large-scale companies coming out of teams of people, because each of them handle one of these. And your biggest challenge is to not put yourself right here in the middle with people dependent on you. We say this very simply as working on your business, not working in your business. In other words, finding someone to handle the marketing, finding someone else to handle the production and service delivery, and finding another person as part of your team to handle the financials while you run the business working on it rather than in it. ### Diffusion of innovations The next illustration to consider is the diffusion of innovations where your market share is represented here in this yellow line. We begin with zero and end at 100%. The blue line represents the type of customer, a profiling of your customer, if you will, and those that are innovative and early adopters are the first to accept anything new in the marketplace and followed by the early majority. If you acquired all of those, you'd find you have roughly 50% of the market share. And then there are the late majority and the laggards, people that adopt things customarily that are proven and have a history to them. So if you consider your profile of your customers, where do you find them? Are they purchasing because everyone else already has it and they're late? Are they interested in your product or service because, well, shoot, I really have to do something about it? Or are they on the other spectrum, which is they're always out on the cutting edge. They always need to look forward and be recognized as a leader in the industry. Well, we have found as a technology company that almost all of our customers are found right in this first half, and there is a good percentage, roughly 20%, that we find are not innovative but they are finding that their sales curve is going flat and so in order to peak that up again they come back for a new technology. ### Tribes There's a fundamental of business that I want us to take a moment to look at, and I'm going to use the cover of Tribes because I didn't bring this up a little earlier, and it's the idea of recognizing and developing a solution for the gap. In other words, identifying a gap in the market and then being able to fill that gap with your product or service is very, very critical to getting market share. And you can see that right here. The majority are currently satisfied with their level of service or product that they're receiving. And there's a small number that are starting to step out of the ranks of the majority here and move toward the leader. You know, like a CEO like Angelina, the job there is to present the future and say, hey, you can be here instead of where you're currently at. ### Preferential attachment And you can see this referral mechanism at work in this mathematical simulator of preferential attachment. A simpler term would be more gets more. You'll see there are some of these hubs that acquire a greater market share and those would be companies like Amazon that used an affiliate program to get warm market leads and referrals. Companies like Google and Microsoft and Dell that had the right team, the right tools in place. And that's our point and goal for this recording is to help you envision where you'd like your company to be. If you have to make a choice between things, we're easily duped. And the two orange circles demonstrate that context can be everything when it comes to making a decision. In this case, I want you to decide which to go with, the bigger orange on the right, the smaller orange on the left. Which of the two is the better and larger opportunity? And to prove a point that simple things are not always easy, I can simply grab this parallel set of lines and demonstrate that the two orange circles are exactly the same size. ### Recap Let's recap and consider what our action steps might be. What I've demonstrated so far is that Angelina and I are both awarded and recognized. We're very personable and we're certainly approachable and accessible as leaders. We're very knowledgeable about developing enterprises and growing your business, not just technology. And we have a product lineup which spans some very interesting gaps in the marketplace extremely well. If you're most interested in scaling your enterprise and growing, talk to us about Kiosk. If you'd like to work on your enterprise rather than just in it, talk to us about Studio. And if you can identify with the diffusion of innovation that your sales are going flat and it's time to revamp your current technology, or if your customer base expects you to be a leader, then you want to talk to us about Studio and Tribe. But particularly if you want to stick your toes into social media but want to do it privately where you own it, not just use a publicly free thing like Facebook or LinkedIn, Tribe helps you develop internal relationships both with your own staff and with your customer base and it can help you develop your referral leads and customer base very, very well. You've likely heard that phrase, tip of the iceberg. Well, in our case, that refers to the fact that if you want to peek under the hood, you have to log in. And so, in order to do that, you'll have to go to Intelligent Netware, click on contact, and introduce yourself to Angelina. You can schedule a time to talk with her to have a consultation and figure out action steps to go from there. You can also visit MedTrepreneurs if you happen to be an enterprising physician and by signing up you can then we'll talk to you on the phone and you can sign in. We'll put you in a private group to talk to other physicians and other enterprising physicians and surgeons. If you're a pretty smart woman, you can go to Beautiful Intelligence, join the conversation there by signing up and Angelina will give you a call, verify you are who you are because these are private conversations amongst women there. If you're a woman in business, you can go to Montrepreneurs, sign up there and Angelina will greet you. And if you're part of the left half, if you will, of the scale pie of businesses, you're a man in business going it solo, then join Mentors and I'll greet you there and we can have that conversation if you'd like. So, I'd like to encourage you that you have a number of steps you can take as a leader to draw that tribe together. And just so that you know, we're here for you. If you take a look at the background through this whole recording, you'll notice that it was shot at all different times of the day. It's taken quite a bit of time to put this together. That's the way we work on our stuff. We're very passionate about it, and I think you'll find us very impressive to contact. Thanks for your time.