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11 results for “organizational scaling”
Topic2 mentions across episodes
Organizational Scaling
shared economics, shared control structures. Mhmm. And if you have shared control, you very likely can't reorganize effectively. So, in order to scale, you have to be able to change the org structure. Like, it's just kind of fundamental to scale. You
47:14 / 48:15
from transcript47:14 – 48:15
of them. I think that's the most likely would be the most likely scale challenge for us Yep. That, like, you know, at least with the team that we've built, when we look at the markets that we're in, it's hard to see our way to, like, an order of magn
46:31 / 47:48
from transcript46:31 – 47:48
Headcount is just such a fundamental driver of complexity and of what your needs are. And headcount will follow on, obviously, for a revenue stage and fundraising, whatever else, but it is like a fundamental building blocks. And so just slightly arbi
15:50 / 16:55
from transcript15:50 – 16:55
employees within startups have an amalgamation of many roles. So product manager, may be doing product, but they may be doing a bit of sales and maybe even engineering. At what point do you have to get away from that, would you say? Because you can't
14:59 / 16:05
from transcript14:59 – 16:05
...Everything important happens cross functionally inside a company at scale,
44:12 / 45:15
from transcript44:12 – 45:15
...scaling is hard. Decision making is always, I think, the the hardest thing to do for any startup at any stage, and that doesn't change even after you after you go through IPO. As you expand, it becomes more and more complicated, and the complexity in
5:14 / 6:25
from transcript5:14 – 6:25
in different roles, and they started to get good sized organizations. Where they would fall down was they didn't solve for MEVY, but they'd solve for TB over EB. It solved for their own team. So let's say they ran sales. Let's say, I just want bookin
50:59 / 52:03
from transcript50:59 – 52:03
...from the organizational structure as much as is possible because the thing with that linear structure is you actually do need it because as you scale,
27:03 / 28:19
from transcript27:03 – 28:19
...returns. So scaling by check size was not necessarily a clear direction in my view of how to do scale. Some might scale with geography. We tried that. Ugh, was that painful? We're 90% in New York City by headcount and probably a 100% by investment co
1:00:38 / 1:01:47
from transcript1:00:38 – 1:01:47
...tools, and scaling them through our product and tech functions in our portfolio. Mhmm. I could then make the same comments for customer support, marketing, and a number of other areas, but these are all sort of let's call it bottom half of the P and
15:01 / 16:04
from transcript15:01 – 16:04
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