[steveBK123]

> One of the key premises of The Innnovators Dillema is that well managed companies are well managed in sweet spots of operation and struggle outside of that sweet spot.

This become apparently quickly to anyone thats worked in a rapidly scaling company, switched from megacorp to startup, or vice versa.

There are processes and controls that make a lot of sense when you have 100k employees that will literally strangle your company to death when you have only 20 employees. What process & controls you add over time, as you grow from 20->200->2000->20k is another question.

If you hire too many megacorp thinkers into your smallcorp too early, you will observe this friction. Likewise if you do grow to 2000 people and still have Bob the Wolf ordering servers on his personal Amex, you're probably gonna have some problems.

[maccard]

I’ve only done 20-200-2k, but I agree with you fully. At 2k, there’s a weird middle ground (IMO) where you actually need a handful of wolves to keep things nimble. They cause an awful lot of strife particularly to the people who are trying to grow from 2k -20k, but they are the thing that keeps the other people moving in the right direction until you’re big enough that it’s just not tolerable anymore.

At that point you get an office of the CTO to be formal wolves!

[hogehoge51]

you need flexible organziational glue logic at this scale, and the so called wolve can help, so this office of wolves can be the ones patch wires and to reprogram the organzational FPGA's or rewrite the organizational routing table (or what ever it is distributed software people use as glue logic...)

[hogehoge51]

> This become apparently quickly to anyone thats worked in a rapidly scaling company, switched from megacorp to startup, or vice versa.

exactly! my frame of reference...