The Entrepreneur's Dilema
When a product is created, and a business is born, oftentimes the people who birthed the business don't necessarily know what to do after their business has started, and their processes are prepared, and their product is shipping.
And, if what they're selling becomes popular… then scaling begins to happen (assuming that's the goal of the organization).
Scaling not only demands additional resources, it requires strategic adjustments to handle the expanded operational requirements. The management of cash flow. The management of legal and regulatory compliance. The management of people - of team's socioemotional dynamics, and more.
When a new house is being built, you usually work with architects, engineers, and other specialists, to ensure each phase of construction meets agreed upon expections.
This organizational transformation can be incredibly overwhelming for founders who are familiar with the more straightforward dynamics of startup environments.
When building that house, you wouldn’t start without blueprints, and similarly, scaling a business without a strategic plan is a questionable choice. Theoretically, you wouldn’t add more floors without considering how to build them, when to build them, and what needs to be done to build them.
And when you do, you'd need to think about reinforcing the foundation, planning the expansions, and finding the folks needed to put the thing together.
Let's make believe the organization that's scaling is successful, and now employs all the people needed to build, and support, the creation, and production, of the "things" the organization produces which produce value in this world.
But, inevitably, and unfortunately, conflict will manifest.
And as the chaos increases, they hire HR folks, and managers, just to keep up. Just to make sure everyone is working together in the best ways they can. Just to make sure communication flows in the most effective manner from producers, to leaders, so that the organization can produce its output.
Just like you (hopefully) wouldn't start the construction of your house without blueprints… then randomly hire a plumber, an electrician, etc., as problems pop up. Such as not being able to use a bathroom because there are no pipes.
This scattered, reactionary, approach not only disrupts strategic growth but also threatens the long-term viability of the business.
Inefficiencies in the ability to deliver their products and services. Struggles to find the required talent to form productive teams, both internally and externally. Challenges retaining some of the key contributors to the products that are provided.
When scaling occurs, and if the organization’s core operational foundations — the blueprints of the building that contains all the people that live there — isn't considered, challenges arise. These are the structures that support the teams, the very people who enjoy building things, who find fulfillment in contributing to groups, helping, and supporting each other.
Without a solid plan, the organization risks creating an environment where even the most enthusiastic and skilled employees struggle to succeed.
There is an irony that founders often don't consider their foundation until there's a problem. Just because a building is built, doesn't mean that people will call it a home.
If the underlying structures of the organization keep shifting around, it's hard for someone to call it home…
Because if it was a home, how often would you be forced to move into another room against your will?
We want to help people incubate ideas and passions, find the right teams to bring them to life, and build organizations that feel like home – where people are valued and service thrives. Where you feel valued.
And we're working to make it incredibly easy to build these homes.