The conundrum is: how do you build an organization that can simultaneously scale super-linearly and retain a commitment to quality? There are plenty of business

The conundrum is: how do you build an organization that can simultaneously scale super-linearly and retain a commitment to quality? There are plenty of businesses that pursue stable profitability or linear growth and maintain quality. But the faster an organization grows, the more it becomes metrics-driven, and outside of a regulated industry where quality is a requirement, it's hard to balance the priorities. I'm reminded of Honeycomb's pointed experiment in setting up a rotating employee seat as a voting member of their board: https://www.protocol.com/workplace/board-of-directors-honeycomb-engineer https://www.protocol.com/workplace/board-of-directors-honeyc... - this type of thing can contribute towards striking the right balance at all levels of an organization. But it's definitely not a solved problem.