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You have it backwards. You don't design your company structure in the hopes or anticipation of becoming Groupon or Zynga. You deal with that growth when it happ
by dhh 16y ago
You have it backwards. You don't design your company structure in the hopes or anticipation of becoming Groupon or Zynga. You deal with that growth when it happens. You optimize for that scenario when it occurs.
You can't "want" your company into becoming a Groupon or a Zynga by design a certain organizational structure. Startups try that all the time by preemptively hiring tons of people to sit around and wait for the hockey stick growth that never comes.
- bdclimber14 16y agoI know, I'm not saying you should design your organization or hire around the idea that you'll be at Groupon's level in a year. That would be a waste. Well let me ask you this. When is it the right time to reorganize and evolve from the flat structure because you are growing like gang-busters and can't keep up with the pressure on all areas of the company (support, development, sales, etc.)
- dhh 16y agoI'll tell you when we get there, if ever. Although, as mentioned elsewhere in the thread, there are some good examples of enormous companies running counter-intuative-for-thier-size organizational models and doing great.