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16 results for “enterprise organization”
Topic3 mentions across episodes
enterprise
...organizations have gotten built. A lot of Fortune 500 companies have grown through acquisition. They have different geographies. Each of these geographies have different software systems. They have different people. They operate differently. And what
4:30 / 5:51
from transcript4:30 – 5:51
But it's like the most simplistic, straightforward org design. It's where most companies are gonna start. A GM focused org is where most big companies end up. Right? So a GM focused org is where you've got single threaded leaders that in theory own a
28:29 / 29:41
from transcript28:29 – 29:41
This is one of the two things that really differentiate the business in terms of having a decentralized approach and wrapping the AMETEK growth model into it. So in terms of decentralized approach, they have about 21,000 employees at the company, but
32:13 / 33:22
from transcript32:13 – 33:22
As a reminder, the content here is for informational purposes only, should not be taken as legal business tax or investment advice or be used to evaluate any investment or security and is not directed at any investors or potential investors in any a
21:42 / 22:08
from transcript21:42 – 22:08
...And the roots of this model trace back to perhaps the postwar decades. That was when Amphenol acquired businesses in Germany, Japan, and The US and deliberately allowed them to keep their own brand equity and customer intimacy. This was a conscious r
11:13 / 12:23
from transcript11:13 – 12:23
...entire organization. You mentioned the functional leads there, and you've tweeted before about kind of the difference between an org with kind of functional leadership versus an org with kind of GM leadership. For those that don't know, what's the di
27:41 / 28:52
from transcript27:41 – 28:52
In this particular case, I think you can point to the performance of the business and get an understanding of the credibility that goes into that growth model there. Where for others, it might be just more show. Here, I think there's a case to be mad
31:27 / 32:37
from transcript31:27 – 32:37
...organization, there is somewhat of an entrepreneurial culture.
15:04 / 16:05
from transcript15:04 – 16:05
They're assigned to a specific product or customer segment within the different business units, and their dual mandate is take share and expand margins, and they are held accountable and compensated on it. Again, it's all about value stream mapping,
10:26 / 11:37
from transcript10:26 – 11:37
...enterprise startups, companies who build enterprise product, often even their seeds are big. That's interesting. Do you need a big seed to do enterprise well? Yes. I mean, if I answer just based on my gut and my experience, then I think it's very har
43:20 / 44:32
from transcript43:20 – 44:32
...within the support structure of a large enterprise.
10:29 / 11:30
from transcript10:29 – 11:30
key kind of sales competitive deals and that you you have to you don't address everything evenly. You can never do that. It's just a bad idea. Now you'll probably get to everything eventually, but you're not spending the same amount of time on every
22:30 / 23:47
from transcript22:30 – 23:47
...for one enterprise. Right? You wanna make sure whatever you're building is gonna be applicable to 200 or and, you know, you get some of these big customers. They can they can wield a pretty big stick in terms of trying to do custom engineering. Shoul
20:18 / 21:16
from transcript20:18 – 21:16
...design to the organization. And if you look at the firm, you know, the crypto group or the infra group or the, you know, the apps group or the American dynamism group, they they all feel like small companies, and that they're small companies with a k
41:14 / 42:23
from transcript41:14 – 42:23
...the organization, even your legal process, our customers. What should all founders know before they go into enterprise? Because it is a big decision. Couple of things. One, it's a conscious investment. It's a longer term investment. So you need some
19:22 / 20:47
from transcript19:22 – 20:47
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