Executives are machine-builders. Some areas of tech are starting to look like rock-band territory: great idea, cool team, right buzz, catch the wave at the right time, execution intelligence -> profit. How you execute? Not so much.
When the market settles, and you're doing something everybody else is doing that has an established value proposition and distribution channel? The game changes. Or even when you're the 10th successful entrant into a field the game changes. Then you're looking at building the most efficient machine you can.
Companies make a ton of mistakes trying to continue to eliminate inefficiencies from organizational structure, but that doesn't mean there's none to be found.
I fear that survivor bias is teaching the wrong lesson to an entire generation of business leaders. But hell, should make for some great case studies over the next 10-20 years if nothing else.
Executives are machine-builders. Some areas of tech are starting to look like rock-band territory: great idea, cool team, right buzz, catch the wave at the right time, execution intelligence -> profit. How you execute? Not so much.
When the market settles, and you're doing something everybody else is doing that has an established value proposition and distribution channel? The game changes. Or even when you're the 10th successful entrant into a field the game changes. Then you're looking at building the most efficient machine you can.
Companies make a ton of mistakes trying to continue to eliminate inefficiencies from organizational structure, but that doesn't mean there's none to be found.
I fear that survivor bias is teaching the wrong lesson to an entire generation of business leaders. But hell, should make for some great case studies over the next 10-20 years if nothing else.