What areas of organizational technical debt are there? I counted the piece raised three: unmanaged compensation schemes, lack of systematic onboarding, lack of keeping tally on the most promising employèes and making them know they are valued.
I think there is also a typical pattern that perhaps is too trivial yet not that all too uncommon - lack of organizational restructuring as a company grows (the startup style where some people do everything can create bottlenecks and very high risk bus factors).
I think a very important aspect of scaling is separating responsibilities. In most startups it's often the case that a single person takes on multiple tasks. Those make sense in the early stages, but as the company grows they become a limiting factor.
The problem is that some people get comfortable doing multiple roles. That however means that they can only invest a fraction of their time. This means that early on the company gets something, which is better than nothing, but as it grows it's only getting something and that's not enough.
This is applicable to most potosi on, but becomes org debt when the founder(s) don't "replace" themselves.
Comments
What areas of organizational technical debt are there? I counted the piece raised three: unmanaged compensation schemes, lack of systematic onboarding, lack of keeping tally on the most promising employèes and making them know they are valued.
I think there is also a typical pattern that perhaps is too trivial yet not that all too uncommon - lack of organizational restructuring as a company grows (the startup style where some people do everything can create bottlenecks and very high risk bus factors).
Are there any others?
I think a very important aspect of scaling is separating responsibilities. In most startups it's often the case that a single person takes on multiple tasks. Those make sense in the early stages, but as the company grows they become a limiting factor.
The problem is that some people get comfortable doing multiple roles. That however means that they can only invest a fraction of their time. This means that early on the company gets something, which is better than nothing, but as it grows it's only getting something and that's not enough.
This is applicable to most potosi on, but becomes org debt when the founder(s) don't "replace" themselves.