“The only time where I saw all the VPs align is when they all hated the CEO” Why do we keep getting organizations wrong? How should you think about your team, the team of teams, and the organization you’re in?
Our five principles of organizational design and how to navigate growth and scaling challenges, particularly in startups.
takeaways
- Growth should be a collective responsibility across all departments.
- High internal conflict is a sign of poor organizational health.
- C-level executives must act as translators between departments. Internal curiosity is as important as external curiosity.
- Smaller companies often scale too quickly without solid foundations.
- Founders should maintain humility about what they don't know.
Sound Bites
- "We start out with a high-level idea, then complicate it."
- "You should measure MQLs, not celebrate them."
- "Make sure you're alive to fight in the next round."
Chapters
00:00 Understanding the Dual Role of a CMO
06:08The Ownership of Growth: A Collective Responsibility
12:12 Organizational Design: Indicators of Health and Conflict
17:51 The Complexity of Metrics and Data Overload
23:56 Cross-Functional Collaboration: The Role of C-Level Executives
30:38 The Importance of Internal Curiosity
31:36 Lessons from the GE Hawthorne Experiments
32:32 Feedback and Communication in Organizations
34:21 Five Principles of Organizational Design
36:14 Designing for Healthy Conflicts
37:40 Rethinking Marketing Qualified Leads (MQLs)
40:02 The Role of Incentives in Organizational Success
42:17 Establishing Fail-Safe Processes
44:13 Challenges Faced by Smaller Companies
45:08 The Need for Humility in Startups
48:57 The Complexity of Large-Scale Projects
50:50 Understanding Time vs. Money in Enterprise Sales
52:00 Practical Advice for Implementing Change
56:41 Managing Big Projects Effectively
59:01 Staying Alive in the Competitive Landscape
Send us a text
Leah on Linkedin / Twitter / Youtube
