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18 results for “organizational structure”
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
...like, organizational structure. But Shopify is an unapologetically
14:04 / 15:18
from transcript14:04 – 15:18
...of, like, organizational structure. But Shopify is an unapologetically top down company. And so while these areas sort of have their own mandates and they have autonomy to go after their their own objectives, there's also a much bigger push towards s
14:58 / 16:09
from transcript14:58 – 16:09
And then that did end up working, because it it still allowed them to be use the system to unblock people versus, like, having to do a one on one every week or having to, you talk about things that potentially a system could unblock. And so I tried t
1:19:29 / 1:20:30
from transcript1:19:29 – 1:20:30
like kind of the structures you put in place to make a team and a company and a business make sense, that touch every single member of the team. Right below that is something called dynamics, which is essentially like how the team works together. It'
40:28 / 41:30
from transcript40:28 – 41:30
...structure, which really is typically, again, around alignment, around size of opportunity set relative to size of fund, and then thinking about a lot of the blocking and tackling that goes on in running a fund as well. There's a lot of similarities t
35:55 / 37:23
from transcript35:55 – 37:23
and the key thing is to have a really good priority order of what's most important. Yeah. Yeah. And kinda drop everything else. Like, you know, when you drop that t and go really, really low, like, it might be HR. I might be deep diving all the way d
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from transcript23:01 – 24:15
...about organizational design when we're maybe the better way to frame it is dirt and gravel and and paved, but early and and sort of mid stage and then when you're larger. What changes that we should be thinking about? So I think there is something th
12:38 / 14:04
from transcript12:38 – 14:04
...the first point in the org chart where all those 14 teams actually, like, joined at the top was Toby. So anytime someone has an escalation, the first point in the escalation tree was Toby. He's a public company CEO. That's not a reasonable expectatio
23:39 / 25:23
from transcript23:39 – 25:23
all have different information, different context, and in many cases, completely different, like, working models for how the CEO of the company and other strategic leaders in the companies think. And it makes things super inefficient. I think people
28:29 / 29:36
from transcript28:29 – 29:36
to whatever the entry level positions are, if we can. Because we're trying to understand how does communication happen at the company? How well do people understand the company's mission and the value that they're delivering? Their reason for being?
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from transcript27:00 – 28:09
...GM structure. Then you have to refactor things to have, like, a common technical platform and all the g and a functions.
1:05:12 / 1:06:19
from transcript1:05:12 – 1:06:19
We will invest in doing a team culture beforehand, if we can. And then at the leadership level, we like to start at the top and understand role definition and personality or behavior type. And, again, some of you know, there's some subjectivity to th
27:28 / 28:45
from transcript27:28 – 28:45
And I see you, and I I appreciate it, and shout out to you. Awesome. Okay. I'm glad you shared that. Thank you. I think this will resonate with a lot of people. I wanna move on to another trait slash habit slash skill that you are good at and help pe
27:43 / 28:55
from transcript27:43 – 28:55
...structure that's confusing. Another very vivid metaphor. And just I love how it builds on it with this the snorkeling. Okay. So just to be super clear about this, the takeaway here is you have a problem with your team, with the company. Many people t
41:54 / 43:05
from transcript41:54 – 43:05
...bit more of a structure, but I went to, I made a few people directors, and I and I forced them to have 40 direct reports each. Like I said, we're just gonna make it still pretty flat. And then that did end up working, because it it still allowed them
1:18:41 / 1:19:45
from transcript1:18:41 – 1:19:45
There are some industries where that's not a part of the culture and where this type of model might be a little bit harder. So building on that, when we do look at leaders and partnering leaders and figuring out how those aces and spaces are going to
10:26 / 11:36
from transcript10:26 – 11:36
...of that team look like? It's interesting because the philosophy of how to structure these teams has evolved over the years. And now there's a debate within the profession between, again, oddly enough, the generalist versus the specialist model. And g
21:46 / 22:49
from transcript21:46 – 22:49
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