How a startup loses its spark
I disagree - as someone who has started up small companies and worked in megacorps, including FAANG and major banks, it’s entirely possible to build that intoxicating environment anywhere. It’s more about having a dynamic leader who assembles teams into collections of individuals who know precisely why they are there - and are given the work they excel at and the work they don’t the manager ensures someone who does helps them. Then the manager has to make sure the mission of the team is crystal clear in its value to the mission of the enterprise and the enterprises mission on earth. Finally the manager has to relentlessly break down barriers to production and impact.<p>The arguments articulated are entirely false: ex. N^2 communications. This is reductionist and absurd. No team depends on every team in the org. Their domain is often fairly small and their adjacent teams extremely finite. The exception are “core teams” (which have been my specialty).  However a well functioning core team doesn’t have n^2 communication overhead - they act as a concentrator and teams come to them - which is N.  N can be large, in which case effective triage is crucial, but so is automation and self service, coherent platforms that are self documented, and some folks on the team that really really enjoy teaching.<p>I’ve burned out though on building these teams.  It’s absurdly hard work on management. But management is <i>supposed</i> to be absurdly hard work. My next gig is as a distinguished engineer at a late stage startup - back to the roots for a while.