一人公司，更像是創業家，利用流程化、自動化、系統化的機制建立一個長久事業，在工作時間之餘運作並獲利，而且人際關係不限於一對一，而是一張人脈網。要增加顧客數量、提高獲利收入，不用總是雇用更多員工、擴張公司規模或獲取更多資源。
一人公司，是一個任何人都可以運用的共同心態和模式，從小公司到大企業，其進行的經濟活動於心智練習與商業應用方面在市場中成為有價值的資產，有意義地生活和工作。
不是只跟隨自己的熱情所在，也不是變得資本主義反動，而是謹慎規劃並執行決策以確保生存、發展乃至茁壯成長及成功興隆。
在宇宙自然生物演化上，在人類世界資本主義中，成長、進步是好的，但到了最後，開發擴張掠奪變得無極限又無止盡，還被人們歌頌為成功。
我們總是追求更好的、更快的、更……，在「必要」、「需要」、「想要」間模糊了界線，過度膨脹，越發空虛，越多問題。疫情前，資本主義市場機制走到了盡頭；疫情中，人類的任何制度體系脆弱不堪。在疫情的準戰爭狀態下，生計生活艱困，經濟活動停滯，過往的生存方式和經驗不再有用。
要安全穩定，需考慮「被動收入」、「多元收入」，更有可能、更多機會能夠三餐溫飽，以至於自我實現。
「斜槓」，是因應「人工智能」、「機器人」、「自動化」的時代趨勢浪潮窮則變變則通的生存發展的可能性之一，隱含「多身分」、「多角色」、「跨領域」、「跨時空」等「跨越」能力。這波疫情加快、推升了這樣的發展趨勢：零工經濟、在家學習、遠距工作、無接觸產業、自動化機器……
One person too have other clients and other work; they can fend for themselves when they're not working on a job for a compamy. One person is able to create a stable, long-term business that's small enough to handle any economic climate, resilient enough to not have to lean too heavily on a single project or client, and autonomous enough to let him/her build a life around his/her work (not the other way around). He/She is able to grow his/her revenue without having to also grow the trappings that typically come with it.
－－《一人公司（Company of One）》
一人公司的特性有４：
1. 獨立自主 2. 彈性回復 3. 迅速靈活 4. 簡單聚焦
彈性回復力的特徵有３：
1. 接受現實（acceptance of reality）
2. 人生意義（目的性／使命感，sense of purpose）
3. 適應變化（ability to adapt）
(´ΘωΘ`) 關於彈性回復（看看我摘錄的原汁原味的原文吧）
These industry disruptions or market changes aren’t a sky-is-falling scenario — they’re truly just opportunities to redefine work and adapt to changes. When I was doing web design full-time, each time an economic bubble burst or a recession hit I found myself in a great place to find more jobs because I could offer the quality of work a larger agency could provide, but at a price that had one less zero in it. And not only was I still making more profit than if I had been salaried at an agency, but I could still make the most of the price I was charging because my overhead was almost nothing past having a computer and writing off the second bedroom in a rented condo. And then, when the economy picked back up, agencies were so busy that they had to farm out work, which Iwas available for. So either way, I had a model for revenue that larger agencies couldn’t have replicated without scaling down immensely.
－－《一人公司（Company of One）》
(´ΘωΘ`) 關於獨立自主（看看我摘錄的原汁原味的原文吧）
Being a company of one lets you control your own life and your job. But to achieve autonomy as a company of one, you have to be a master at your core skill set. Competence and autonomy are tied together because the opposite — having complete control but not a clue what you’re doing — is a recipe for disaster. You have to have a skill set, or a combination of skills, that’s in demand. With a well-developed skill set, you’ll know what areas will benefit from growth and what potential places for growth don’t make sense.
As a society, we're gradually starting to view "work" not as a single place of employment, but as a series of engagements or projects.
But bear this in mind: achieving control over a company of one requires more than just using the core skill you are hired for. It also requires proficiency at sales, marketing, project management, and client retention. Whereas most normal corporate workers can be hyperfocused on a single skill, companies of one, even within a larger business, need to be generalists who are good at several things — often all at once.
－－《一人公司（Company of One）》
(´ΘωΘ`) 關於迅速靈活（看看我摘錄的原汁原味的原文吧）
Companies of one work best under constraints — because that’s where creativity and ingenuity thrive. Companies of one question their systems, processes, and structure to become more efficient and to achieve more with the same number of employees and fewer hours of work.
Speed is not merely about frantically working faster. It’s about figuring out the best way to accomplish a task with new and efficient methods. This is the concept at work in the ROWE method: employees no longer have to work a set amount of time, but are rewarded when they finish their tasks faster. By being smarter at getting more work done faster when you work for yourself, you can create a more flexible schedule that fits work into your life in better ways.
Another aspect of speed in a company of one is the ability to pivot quickly when a customer base or market changes. As a solo worker or small company, a company of one finds this much easier to do, because it has less infrastructure to cut through.
－－《一人公司（Company of One）》
(´ΘωΘ`) 關於簡單聚焦（看看我摘錄的原汁原味的原文吧）
For a company of one at any size, simple rules, simple processes, and simple solutions typically win.
By contrast, growth for a company of one can mean simplifying rules and processes, which frees up time to take on either more work or more clients, because tasks can be finished faster. With this goal in mind, companies of one routinely question everything they do.
For a company of one to succeed, a strategy for simplifying isn’t just a desirable goal but an absolute requirement. Having too many products or services, too many layers of management, and / or too many rules and processes for completing tasks leads to atrophy. Simplicity has to be a mandate.
－－《一人公司（Company of One）》
最近，我也開始涉獵及研究非政府組織、非營利組織與社會企業的運營相關資訊和知識，看到 NPO 國際關懷協會（CARE）首席創新長Dar Vanderbeck女士提出「規模 X 設計加速計畫」（Scale X Design Accelerator）的建議供公益團體及第三部門的發展策略。
其策略概念及作法是：即使組織資源有限，不必擴張組織規模，也能夠擴大影響力、永續經營發展。
非營利組織應該盡早定義組織發展的最終階段，雖然剛開始把一個善念或靈感轉化為實際行動時多半沒有辦法立刻預見最終階段，但是早早思考這個問題可以幫助組織永續經營發展，避開一昧擴大組織規模、吸附外部資源的老路。同時，明確的最終發展藍圖幫助組織更專注在核心重要關鍵的活動上，發展所需相應的能力，更有效的運用資源。（節錄自公益交流站〈非營利組織的 6 大「最終階段」：不必擴張組織規模，也能將影響力最大化／2018 NPOst 年會前導報導 5〉）
上述非營利組織的發展策略概念，與一人公司的概念相近，也能借鏡參考作為個人運用在自身的工作職涯發展上。
