There is a transition in every company from a “seat of the pants” kind of entrepreneurial company to a “process driven” mechanized one. Many people who are successful in the former fare less well in the latter.
Frankly, I’m much more of the former kind of guy and I tire of the routine process & politics required to succeed in a big company. The reality is that you need to standardize many things in a company if you’re to scale quickly, which is why many founders depart at the time of the transition.
Others resist and continue to run companies that need to scale the same way they ran the company when it was smaller. This seldom works. Rarer still is the startup CEO who can make the transition effectively on their own. The path I went down after a few years was to hire more process driven people and devolved more daily operational ownership to people running individual functions such as product management, sales management, finance, etc.
To read the full, original article click on this link: Give Your Teams Swiss Army Knives | Both Sides of the Table
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