Another analogy, from the book Blackhawk Down: the Regular Army units ("large company") required full military discipline (TPR reports, planning poker, etc.) just to survive in position. The Special Forces ("high-performing small company") unit didn't bother with hair length or reciprocal salutes, but instead of using the apparatus of the Army Way, they knew how to do things the right way, and so rapidly established a pattern of fire and movement enabling the RA units to break out and rendezvous with the UN rescue team.
Obviously any organisation, at some point during growth (at least under the traditional VC model), has to convert from "high-performing small" to "large". My view of the goal of founders and early employees is to (a) spot when this transition occurs, and (b) have arranged to already be liquid. When the settlers outnumber the pioneers and the range is fenced in, it's time to ride off into the sunset.
Obviously any organisation, at some point during growth (at least under the traditional VC model), has to convert from "high-performing small" to "large". My view of the goal of founders and early employees is to (a) spot when this transition occurs, and (b) have arranged to already be liquid. When the settlers outnumber the pioneers and the range is fenced in, it's time to ride off into the sunset.