I was involved with the setup of a new department in a mega-corp that went from 10 people to 464 people in 1.5 years.<p>It was tough.  The big stuff, like getting projects pushed to our office (mainly previously outsourced stuff) wasn&#x27;t hard.  The boss made a phone call, and that was that.  The small stuff was hard, the stuff from the employee perspective, many fresh university graduates, was hard.  From interviewing to employee on-boarding checklists to establishing a training curriculum to benefits, rewards, mentoring, performance measurement.  That was hard.  Being part of a mega-corp didn&#x27;t make this easier.  Sure, there was stuff like a solid IT infrastructure and policies established from a leadership perspective, little implementable value existed as a turn-key solution, it all had to be adapted, mixed and changed.<p>Which was in great contrast with my first company, where very clear, consistent and gradually adapted policies existed (it was a small company, 1000 people, with a 400 year history and very very few people ever left).<p>Around a year later one of the internal consultants advising the department (and me, in particular) created a global roll-out of a &#x27;minimum standards&#x27; type document to 20,000+ employees documenting everything discovered to be undocumented.  I still refer to this handbook that covers all that needs to be understood in operations management to a minimum level (800+ pages).<p>Putting Clef&#x27;s handbook on Github is fantastic.  Not all of it might be applicable for everyone, but it is something where often there&#x27;s nothing.  But do think carefully, does this apply for us?  If not, write it down.