This is so true:
When I joined Google it grew from ~1500 to 15,000 people in 3.5 years. After my startup was acquired by Twitter, Twitter grew from ~90 to ~1500 people in 3 years. When companies grow that rapidly they are literally a different company every 6 months. This means every 6-12 months the company’s org structure may change.
I can vouch for this 100% as I’ve experienced hyper-growth companies and felt the thrill (and the chill) of having the organization evolve and change literally in front of my very eyes.
For some this is truly exciting and for others it’s really scary, which is also crucial to understand: The people that you attract and hire in the beginning are not going to be the same type of people that you attract and hire later down the line. The organization has fundamentally changed and the type of people that you need also changes.
In contrast to this post about the Right Size Company a hyper-growth startup can’t be pegged into a nice and tidy bucket easily. I like what Elad posits in his post, though, about being ultra-pragmatic about it all. It’s good business to change the way that you look at your organizational structure and you should be open to the changes, even if it is uncomfortable.
As CEO, you should look at your team and allocate functional areas based in part on who has time and skill set to focus on the area and make it succeed. This does not mean the area needs to work for this executive forever. Remember, nothing needs to be permanent.
Remember, nothing needs to be permanent and that doesn’t need to scare you.
This is also a very relevant read on “Ditching Flat” as well:
Letting go of our “flat” management style was one of the toughest adjustments that we had to make as we scaled the business. We ended up doing something that I never planned to do—create an organizational chart. And it turned out to be one of the best decisions we made.
Love that. Again, keeping an open mind!