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16 results for “large company dynamics”
...large company without doing that, but it has all sorts of negative repercussions. And I think if you're a startup, like, you're so far on the other side of that extreme that I think it's like more of an unnecessary intellectual exercise to think abou
28:29 / 29:41
from transcript28:29 – 29:41
...headcount company. And I I really do think you can accomplish tasks through incredibly strong culture or process. And, usually, it's the sum of both, but it's always interesting to see which companies are able to lean much more heavily on.
21:43 / 22:47
from transcript21:43 – 22:47
I don't wanna, like, write a manual. I don't wanna start having performance reviews. I don't wanna, like, come up with all these, like, HR policies. This sounds like a headache. I'm curious, though, like, because you talk about these visionaries. How
21:00 / 22:00
from transcript21:00 – 22:00
...kinda swallowed the the company was very much like this. They had,
41:58 / 43:01
from transcript41:58 – 43:01
...a leader at a larger company is you're a systems engineer. Because you still gotta be able to sniff out bull and, like, look see around corners and pivot. But you also have to become a sysengine engineer because you can't sit down with everybody in t
20:09 / 21:29
from transcript20:09 – 21:29
...another large company without doing that, but it has all sorts of negative repercussions. And I think if you're a startup, like, you're so far on the other side of that extreme that I think it's like more of an unnecessary intellectual exercise to th
29:12 / 30:40
from transcript29:12 – 30:40
...if this company is wildly successful. Everyone looks smart and, you know, makes lots of money or whatever if this company grows and, does what we all dream it can. So at the end of the day, the best decisions, the ones that are always gonna be right,
1:05:14 / 1:06:16
from transcript1:05:14 – 1:06:16
...company meetings, we have the the the customers in the company meetings. We changed the comp plan so the management team got paid not on revenue, but on retention in that promoter score. And so we worked very hard and kinda swung the pendulum to cust
57:39 / 58:53
from transcript57:39 – 58:53
...Didi, about larger companies, and I'm glad you worked at Google because you have, you know, experience. Is it possible to build a company that scales past, I don't know, 1,000 or 10,000 people that has a strong software engineering component to it th
23:55 / 25:03
from transcript23:55 – 25:03
...a company we bought three months ago versus a company that we home grew or ten years ago we bought it and it's been with us for a decade. You got the same look and feel, the same brand, the same IT, the same culture, the same excitement. They're usin
33:45 / 34:46
from transcript33:45 – 34:46
...owned your company. But if it's all founder owned, there are great large private companies in the world. Yeah. Fair. True. Koch Industries is a trusted company by a whole bunch of their customers. Cargill is even bigger than that. There's a bunch of
3:36:45 / 3:37:46
from transcript3:36:45 – 3:37:46
...the company? Tell me everything that you would do if you had my job. And when you ask them that and then shut up and just listen carefully to what they're saying and write it down, it's an amazing experience. Sometimes you ask those questions, and th
35:10 / 36:31
from transcript35:10 – 36:31
...is to become so large that they have a giant bureaucratic company. Of course. Google did not plan to have a giant bureaucracy thirty years ago. They just became so successful, they now do have a giant bureaucracy. Right. And, you know, kinda that tha
29:53 / 31:04
from transcript29:53 – 31:04
...a leader at a larger company is you're a systems engineer, because you still gotta be able to sniff out bull and, like, look see around corners and pivot. But you also have to become a systems engineer because you can't sit down with everybody in the
21:01 / 22:02
from transcript21:01 – 22:02
...company, and that's a lighthouse example of a place where the stronger the network got, the more services it could offer, the more global reach, the more sticky, and as importantly, the more important the mothership became versus all the individual b
39:37 / 40:49
from transcript39:37 – 40:49
...another company. So you, you know, you could hire people from Novartis, or you could hire people from Merck or wherever. And they're gonna come with that culture. And, you know, like, oh, we got into this vein of Google engineers, you know, who can d
20:16 / 21:17
from transcript20:16 – 21:17
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