The ability to develop world-changing technology of an innovative business model is never dependent on the size of capital or the number of staff.

OpSys, the Nasdaq listed company based in Israel, began as a new startup consisting of less than ten employees. Just two years ago, Korea’s representative maker of automobile components within the H group, which we will simply name M here, had made the decision to withhold investment in OpSys after considering its LiDar, the sensor that enables self-driving cars; M's evaluation was that there was nothing noteworthy. Now , however, the LiDar technology perfected by OpSys is ahead of that of M, with all its ten thousand employees. The H group would probably like to take over the technology and share in OpSys, which in all likelihood is not interested. We are seeing a reversed relationship here.

An organization depending on its size in competing, asking its employees to conveniently act as mere cogwheels, one can expect only the blandest outputs. Startups, on the other hand, can think without restrictions, depending on the talent and individuality of its members, and is able to return to the starting point at all times; this can lead to unexpected results, and it is where the strength of a startup lies.