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McKinsey & Company’s Go-to-Market Strategy as a Startup
An editorial structure that balances centralization and decentralization.
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Traditional corporate structures rewarded political skill. Knowing how to manage up. Building alliances. Navigating approval processes. Playing the game of bureaucracy.
Flatter structures with radical decision-making authority require different capabilities. You need people who can make decisions when there’s no manager to defer to. Who can work... See more
Flatter structures with radical decision-making authority require different capabilities. You need people who can make decisions when there’s no manager to defer to. Who can work... See more
Re-imagining the Corporation of the Future
... See moreYou need a complex mix of centralisation and decentralisation. While overall vision, goals, and strategy usually comes from the top, it is vital that extreme decentralisation dominates operationally so that decisions are fast and unbureaucratic. Information must be shared centrally and horizontally across the organisation — it is not either/or. Big
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