Based on how I've seen it mismanaged, the only way I see it working is hiring "provisional VPs". In the same way that you might have hired slow and fired fast

Based on how I've seen it mismanaged, the only way I see it working is hiring "provisional VPs". In the same way that you might have hired slow and fired fast in the beginning for competent ICs, you need to do the same with the now executive management skillset that's required to break off and scale whole divisions of the working organization. The other side of that is you need to equip them with the actual subset of the talent they need, and not hold back some employees who were there in the beginning for special considerations. The ICs have been there for years, knife fighting with the market and the competition, and then someone comes in from some adjacent market or some other vertical entirely, and the expectation is that all the work done to go from zero to one needs to be fit to their agenda, and not the other way around. Everyone who has lived it knows its backwards, and yet I've seen the trigger get pulled on this so slow that it had a measurable effect on the exit.