Moving Past the Scaling Myth
This makes a lot of sense to me. At the very least, I think that most American organizations undergo a substantial cultural transition as they scale, so it makes sense we&#x27;d also need a process transition.<p>The problem I see is that people aren&#x27;t really willing to be honest about the cultural transition that happens, so we also can&#x27;t be honest about the process transition.<p>I think Agile-ish approaches work very well in startups, because the structure is pretty flat, and the goals are shared. But as companies grow, they tend to become what I think of business feudalism: hierarchical, control-oriented, territorial. For that, it makes sense you need different processes. And I think large company Agile is in effect Waterfall with a faster cadence, so you get that different process. But nobody will admit it. &quot;We&#x27;re doing Agile,&quot; they say, with too-bright eyes and gritted teeth.<p>What I wonder is: what if instead of killing the peer culture and the human-centered process as we scaled, we kept them?