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Startups, Progressive Governance and How to Applythe Gas and Brakes During Growth
Startups and startup executives all over Silicon Valley intensely debate around how, whenand how much governance startups should apply to their operations when considering thechallenges facing them at the moment and the challenges that lie ahead. Thesesometimes grueling discussions take place at executive meetings, board meetings andmanager meetings when a startup moves form one phase of growth to another. Theinflection points between each phase of growth manifest challenges and hurdles that begin to frustrate managers as they operate. It is important to note that these challengesand frustrations are supremely important and management’s actions around them arecritical, as the decisions made will either suffocate or propel the business. I refer to the proper management of these growing pains as progressive governance. As with anything else, a company is a progressively evolving entity that passes throughdifferent phases in the course of its evolution. However in a startup everything is andmust be accelerated in order to gain the critical mass and stability necessary for sustainedgrowth and development.Imagine the difference between the way a jet’s mechanics are situated during its take off and climb versus once its reaches cruising altitude. You cannot govern the jet or the business with methods that belong to a different phase of its evolution, else neither the jetnor the business will take flight.
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