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I think the ideas vs execution is a false dichotomy. In fast growing startups, there are people who can hack they way out of most problems quickly. Such people
by vinay_ys 5y ago
I think the ideas vs execution is a false dichotomy.
In fast growing startups, there are people who can hack they way out of most problems quickly. Such people are immensely useful during the exploratory phase and early growth phase.
If the startup continue on their growth trajectory into next hyper growth phase, they need deep systems thinkers to build better end to end systems that can deal with the inevitable product complexity, org growth and user growth.
They obviously cannot build complex systems all by themselves. They need that team of hackers to believe in and execute their systems vision. They are usually good at selling their vision to the hackers as well as to the org leadership.
In really successful startups that become unicorns and beyond, there are also great visionary org leaders who can curate and evolve harmonious and motivated teams that execute well to keep pace with the growth of the company.
Of course, while in middle of it all, it feels very chaotic and out of control.
- CharlesW 5y agoThis reminds me of the classic "Pioneers, Settlers, and Town Planners": https://blog.gardeviance.org/2012/06/pioneers-settlers-and-town-planners.html https://blog.gardeviance.org/2012/06/pioneers-settlers-and-t... Related: https://blog.gardeviance.org/2015/03/on-pioneers-settlers-town-planners-and.html https://blog.gardeviance.org/2015/03/on-pioneers-settlers-to...
- Animats 5y agoThis is a classic problem with successful startups. At some point, there's pressure to bring in "adult supervision", which usually means a CEO from a big company. Sometimes this works, and sometimes it makes things much worse. Microsoft and Amazon stayed with the founders for a long time. Apple famously went for an outside CEO, got into trouble, and went back to the founders. Google/Alphabet is back with the founders in charge.
- k__ 5y agoI think, becoming or finding a humble "adult" CEO isn't easy. I worked with brilliant founders, who were really bad managers. It almost seemed like their high skills in engineering came from letting every other part of their personality deteriorate.
- fsckboy 5y ago> Microsoft ... stayed with the founders for a long time no, Microsoft brought in Jim Towne (from Tektronix) and then Jon Shirley (from Tandy), only then returned to founder Gates and, not founder Paul Allen but, Gates pal Steve Ballmer.
- seran_d 5y agoI agree. But to add to what you say, in fact, when presented with a binary choice in matters as complex as society / organizations / culture etc. the "pontificator" is almost always wrong / inexperienced / has a hidden agenda / love to hear their own voice. In retort to this article, "an execution guy" with no ideas is just as vacant as "an ideas guy" with no ability to execute anything. And, in fact, there never are such simplistic personalities to start with, so please ... Casey (the articles author) ... what I think you're doing here is just self promotion, no?
- cjwinans79 5y agoHi. No self-promotion whatsoever. I seek to share. My motivation here was to share what I've learned. To benefit from my mistakes. Sidestep my missteps. Ideas are great and necessary, but even great ones are only valuable if they can be acted upon. In a small business, an ideas-only person will have trouble succeeding. Being able to also (at least) kickstart the effort is critical.