The Importance of Mindset in Scaling

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LZ Granderson: I think to tackle complex problems, these are the ones that have lots of uncertainties in them and are constantly morphing. He says you need one practical experience like skin in the game; a collection of theories or lenses or approaches which can help lever up from your experience into broader more predictive statements. LZ: You want as many different lenses and mental models as possible because none of them is sufficient for solving this kind of problem. It's not just our lens or a small collection. But they're part of a larger recipe for sort of sustainably tackling these kinds of problems.

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Why do organizations get slower as they grow? What can organizations learn from slime molds? What are the advantages of top-down organization versus bottom-up organization, and vice versa? How can organizations encourage serendipity? What use are doorbells in jungles? Why is it so hard for organizations to set a "north star" that is at once plausible, coherent, and good?

Alex Komoroske has over a decade of experience in the tech industry as a product manager focusing on platform- and ecosystem-shaped problems. While at Google, he worked on Chrome's Web Platform PM team, Augmented Reality in Google Maps, and Ambient Computing. He's fascinated by how to navigate the emergent complexity within organizations to achieve great results. You can find some of his public writing at komoroske.com.

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