[V+ Perspective] The Obsession with “More”: Seeing Through the Growth Illusion and Positioning for Long-Term Wins

In the arena of entrepreneurship and business operations, we are often misled by numbers. Soaring revenues, rising valuations, and media attention are frequently mistaken as the ultimate markers of success. However, a key insight from our source reminds us: what looks “big” may not be truly big; what appears “more” might not be truly more. Without a solid foundation, these surface-level achievements often amplify the underlying weaknesses of a business, eventually triggering existential crises.

Below, we discuss four critical dimensions where founding teams need to demonstrate foresight and the art of trade-offs:

1. More investors ≠ Better: What you need are strategic partners who help you stay grounded

Many founders take pride in having a cap table filled with well-known institutions. But it’s not the quantity of capital that matters—it’s the quality of capital.

● Beyond monetary contribution: Real strategic investors bring more than money. They offer deep industry experience, operational expertise, and strategic guidance for navigating capital markets.

● Fostering win-win conversations: The best investment relationships feel like “co-founders.” This means investors must have the ability to think clearly under pressure, challenge founders constructively, and help make tough but necessary decisions—keeping both parties clear-headed.

2. Sudden customer demand ≠ Sustainable growth: Products must withstand repeated market validation

A spike in traffic or demand may just be a short-term windfall (low-hanging fruit). If it doesn’t convert into high retention and long-term revenue, this illusion of “more” can become a trap of operational inefficiency.

● Solution-oriented, not feature-stacked: Customers pay for value and risk reduction. A product that’s merely a one-trick tool, lacking cross-functional integration or clear ROI narrative, risks churn when cheaper alternatives emerge.

● Pursuing structural maturity: For enterprise-level clients, products must be secure, scalable, and integrable—meeting the standards of being “Enterprise-Ready.” Only when the product is deeply embedded in a customer’s core workflow can it build the high switching costs that form a defensible moat.

3. Media coverage ≠ True success: Reject complacency, don’t lose your way in the spotlight

Press coverage and social media praise are often mistaken by founding teams as “milestones of success.” But this kind of visible “more” is often the most dangerous growth illusion.

● Beware the magnifying glass effect: Rapid growth and high exposure act like a magnifying glass—highlighting not only achievements but also previously ignored weaknesses in the company’s structure. If teams grow complacent under the spotlight and neglect internal processes, organizational health, or mounting tech debt, this visibility can accelerate a company’s downfall.

● Return to pragmatic growth principles: Amid the noise, founding teams must stay sharp and focus on strategies that may not seem glamorous, but drive deep long-term impact—like efficient organizational planning, grounded business strategies, rapid iteration cycles, and a culture of unified, down-to-earth execution.

4. High valuations are a means, not the end: Sustainable growth models and long-term stamina are what truly matter

In the wave of sky-high valuations, founders may fall into the illusion of having “already succeeded.” But valuation is merely a data point during fundraising—it does not equate to long-term profitability.

● Financial discipline as a foundation: Companies must return to budget management and financial planning. Detailed budgeting helps control cash levels and liquidity, ensuring resources are allocated where they generate the highest leverage.

● Endurance over heroism: True foresight lies in understanding what makes a business model truly winning. Having the patience—and capital—to support long-term strategies and extended sales cycles offers a competitive edge far stronger than inflated valuations.

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If we were to use a metaphor, this mindset can be likened to deep-sea navigation. While waves and sunlight on the surface may seem dazzling, the true power of a submarine lies in its internal engine efficiency and navigation systems. A great captain doesn’t surface for applause—he chooses the most reliable pilot and constantly monitors oxygen and course direction. Because he knows: only by sailing steadily in deep waters can one avoid surface storms and ultimately reach the far shore.