Book Report: The Science of Scaling by Dr. Benjamin Hardy

First Impressions

I recently read The Science of Scaling by Dr. Benjamin Hardy. This was a book I pre-ordered and picked up the second day it was out. I came away with a love-hate relationship. Some aspects I found very valuable, and others I could not stand.

I am a big fan of Hardy’s earlier work with Dan Sullivan, especially 10X Is Easier Than 2X, which I have read more than ten times. That book has shaped my thinking in many ways. The Science of Scaling builds on some of those concepts but takes them in a different direction.

The 412 Vision and Our Sticking Point

At Beratung Advisors, we have what we call the 412 Vision. We are a $2.1 million revenue firm with a goal of reaching $10 million by 2032.

For the past three years, we’ve been stuck at the $2 million mark. That plateau is common, as Gino Wickman describes in his work on business complexity. We have already done the exercise of pushing our goal bigger like in the book 10x is Easier than 2x by stretching our goal from $10 million to $21 million.

Bigger Goals, Shorter Timelines

However, Hardy argues that growth should not only stretch the size of your goal but also shorten the time horizon. Instead of asking, “How do we reach $10 million by 2032?” the question becomes, “How do we reach $21 million in three years?”

The value of this shift isn’t in chasing growth for growth’s sake. It is in the pressure this creates. Bigger goals with tighter deadlines force you to simplify.

The Only Answer for Us

When we applied this thinking, the conclusion was clear. There is no way to reach $21 million in three years by simply adding clients or advisors. That kind of scaling is not realistic. The only option would be acquisition.

In the past, we dismissed acquisitions because of the risk to our culture. We view culture as our greatest asset. But Hardy’s framework encouraged us to remove sacred cows and at least consider every option.

What Would We Do Differently?

Even if acquisition isn’t the path we choose, asking the question changes how we act today. If acquisition were required, I would:

• Network differently

• Build relationships with larger firms aligned with our values

• Connect with founders preparing for succession

• Explore private equity partnerships
  

This exercise forces new thinking. It highlights actions that may be worth taking now, regardless of whether we pursue an acquisition.

The Value of Pressure

This connects to the 80/20 rule that Hardy and Sullivan emphasize. To grow, we need 80 percent new thinking and only 20 percent old thinking. By asking, “What would we do if we had to?” we uncover moves that matter most.

It reminds me of football. A defensive back uses the sideline as a second defender. In the same way, time pressure can serve as an extra defender. It forces us to eliminate distractions and focus on what matters.

Final Takeaway

The Science of Scaling is not a book I fully agree with. At times it leans toward a Grant Cardone style of growth for growth’s sake, which I reject. But it is valuable in the way it shocks your thinking.

For me, the real lesson is this: when you increase the size of the goal and shrink the time horizon, the path forward becomes simpler. It is not about chasing endless growth. It is about clarity.