What are some strategies for companies in very early stages (2 to 10 employees) that can help avoid friction as they scale up? What can company leaders do to ensure they start adjusting early so that when the company reaches a certain growth level, they don't find themselves making wrong decisions?
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CIOa year ago
I have been a part of two very successful technical startups in the past. The single most important thing that the entrepreneurs who started those companies did was bring in an experienced leader to take over the 'ceo' tasks as the companies grew (beyond 50) while they continued to provide technical and visionary direction.Vice President in Banking2 months ago
Hire right people to fill leadership roles. Because they will shape the work culture.Senior Data Scientist in Miscellaneous2 months ago
As you discovered, you need to change the work attitude from everyone is doing (nearly) everything to everyone knows what one is supposed to do and specializes in that.As you are talking about growth, have a clear picture where and up to what extend do you intend to grow. Then derive the required need for specialization of the current and new positions among the employees. This is not just an organizational structure, but also a shift of responsibilities, which needs a certain open and change-oriented mindset of the corresponding employees. When you have the plan, communicate it clearly to ensure that employees effected from the change are properly informed.
CEO in Services (non-Government)2 months ago
Many times is the same leadership team (founders) that need to recognize that scaling up is a different dynamic than starting-up a business. As a coach, I worked with many series A and early stage and many VC/PE must act decisively to bring the right leaders in place to scale up, without compromising the founders, a true balancing act.Head of Data in Softwarea month ago
For early-stage companies, bringing in talented individuals with diverse functional expertise is crucial. These individuals should not only be seasoned in specific areas but also possess a broader understanding of various functions and the willingness to take on multiple roles to achieve team objectives. This cross-functional setup provides an opportunity for team members to explore areas outside their primary expertise, potentially sparking new interests and skill development. Continuous conversations about aligning individual career goals with the evolving needs of the company are essential. Some employees may find synergies in overseeing multiple functions, while others may prefer to specialize deeply in a strategic area. By encouraging adaptability and fostering professional growth, leaders can ensure smooth scaling and prevent missteps as the company expands.