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The very distinct problem of organisational bloat and diseconomy of scale with hiring people is apparent here. Instead of having 1:1s with their direct report, management tells employees to write daily, weekly, monthly, and quarterly reports listing what they’ve been doing. Not to mention the inefficiencies caused by hiring - it takes time to get n... See more

The problem for startups and large companies alike is that employees often follow the products they develop as they move from phase to phase. A common practice is for the inventor of a new product or feature to manage the subsequent resources, team, or division that ultimately commercializes it. As a result, strong creative managers wind up getting

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if the Minimum Viable Product (MVP) gains traction, then the company will likely receive funding and a growth period will occur. Invariably, that means more people will join the team and the vision from the initial engineer needs to be shared.

Early on, when the team is small (2–15 people), typically processes are loose as the overhead in aligning o... See more

What holds you back is rarely team size – it's the clarity of your focus, skill and ability to execute. Larger teams mean slower progress, more management overhead, more meetings, more opinions, and usually dilution of vision and standards. Yet growing the team has somehow become a symbol of success.

Engineering organizations today have ballooned to huge numbers of people, but these huge engineering organizations don’t exactly have a reputation for high velocity output. Some of this is the result of what happens with products at scale: it is just fundamentally faster and easier to iterate, improve, or change a product with 100 users than it is ... See more