It actively impedes success in every environment that I've seen it in, and the only difference is that some companies have such a compelling product that they'r

It actively impedes success in every environment that I've seen it in, and the only difference is that some companies have such a compelling product that they're able to be successful in spite of the problems brought about by "hyper-growth". Somewhere core to the problem is that providing good direction is hard. Hiring good people is hard. Making sure good people are working together in the right direction is hard. "Hyper-growth" basically trivializes all those things so that you're hiring as fast as you can, which keeps you from meaningfully on-boarding people, and leaves a bunch of people without good direction. The knock-on effects of that dynamic can be disastrous. Low morale due to shapes of listlessness. Late stage integration issues due to folks working for long periods in sporadic threads that need to be woven together. Political infighting as too many people with not really enough meaningful work to do start getting creative for their own ends at the expense of others or the organization. I have been around and in a lot of "hyper-growth" startups, and not one of them that I interacted with operated remotely close to a well-oiled functioning organization.