If you add together Apple, Alphabet, eBay, Facebook*, Lyft, Palo Alto Networks*, PayPal, Salesforce, ServiceNow*, Twitter, Uber, and Workday*, these twelve companies alone have a market capitalization of $3 Trillion, a little bit more than the annual GDP of the United Kingdom in 2018. We argued extensively in our book, Blitzscaling, that these strategies and tactics describe why Silicon Valley Bay Area – which has a population of less than 4 million – generates such a massively disproportionate number of global technology companies. We certainly appreciate their awareness of blitzscaling, the term we coined for the strategies and tactics for value-creating hypergrowth. New York Magazine offers a vivid example, writing in a WeWork profile: “The Vision Fund began making enormous bets on Uber, Slack, DoorDash, and dozens of other companies, employing a strategy that has come to be known, with some derision, as “blitzscaling”: pumping up a company to a market-dominating size as fast as possible, without worrying about profit.“

Prominent news organizations, ranging from The Economist to Wired ( multiple times), have been describing WeWork as an example of blitzscaling.