Perhaps, which is to say that yes if you don't change you can avoid this fate, but not changing is its own form of death.
One of the amazing things of being at a successful company is that each passing quarter increasing revenue brings a bigger pool to spend on doing things, and there are so many things you want to do. But you can't do everything yourself, and growing means hiring, and hiring means getting larger.
Perhaps if you chose to fork the company at that point, I always wondered what would have happened at Google if they chose to 'slice off' the part that built platforms into its own universe. There are fairly natural dicing and slicing points.
But at Sun there was a huge chasm between the 'systems' folks (aka the SunOS creators) and the 'windows' folks (aka the SunTools guys and gals) and the 'language' folks and of course Sun Labs. Competition between how many DE's came from Systems (old boys club) vs other groups, and such like. I do know that one of the contributors was that Sun had a financial year that went July 1st to June 30th. Budget meetings happened in February for the upcoming fiscal year. Inevitably people would panic in April or May that Sun wasn't going to 'make the year' (meet expectations of Management or the street) and there would be wide adjustments (like hiring freezes). What we noticed was that everytime managers would panic and hire anyone they had interviewed if they could 'fog a mirror' just before the freeze because they knew if they didn't they wouldn't be able to hire for another 4 - 6 months. There were some quality issues with those hires.
What I like about your answer is how you kind of say that's not possible and then immediately hit on one way it might be possible.
Why should the only kind of growth people recognize in companies be the kind that terminates in ossified monoliths? Isn't this a failure of imagination on our part? Life doesn't usually offer only one way to grow. I'm excited by the idea of a small organization whose revenue grows much faster than it does. Seems to me that this hasn't typically been thought of as the goal. What might happen if it were?
"What I like about your answer is how you kind of say that's not possible and then immediately hit on one way it might be possible."
Its an engineering crutch, like people walking around in a building cannot cause it to fall down, but if everyone jumped at the exact same cadence they could. Any thing is possible, sometimes the requirements to get there are so difficult the solution becomes effectively impossible.
If you consider Google as an example, the roughly 1,500 people who are in the search and ads teams make all the money for the company. Everyone else is, rounded to the nearest billion dollars, a non-contributor. But rather than accumlate cash faster than the Federal Reserve can inject it into economy, they spend it on projects which might get them into other markets. Or sometimes create entirely new markets. But that gives them size. And at both Sun and Google its pretty clear that the Bozo Event horizon hits somewhere between 10K and 15K non-sales employees. I don't know why that is, just that it has hit there two times. If Jim's reading he can pitch in DEC's number.
I agree with you're assessment that there are always other growth strategies, and I can identify things that contribute to the incursion of bozos, but that is a long way from the experiment that can show a bozo free stable organization with growing revenue.
that is a long way from the experiment that can show a bozo free stable organization with growing revenue
Agreed, but let's look at it from the other side. Suppose one such experiment did succeed. How significant would that be? (I say very. Because it would change people's thinking about what's possible.)
Also worth pointing out: such an organization wouldn't need to stop growing, just hire at a slower than traditional rate. Seems to me you could grow for a long time before hitting "between 10K and 15K non-sales employees".
One of the amazing things of being at a successful company is that each passing quarter increasing revenue brings a bigger pool to spend on doing things, and there are so many things you want to do. But you can't do everything yourself, and growing means hiring, and hiring means getting larger.
Perhaps if you chose to fork the company at that point, I always wondered what would have happened at Google if they chose to 'slice off' the part that built platforms into its own universe. There are fairly natural dicing and slicing points.
But at Sun there was a huge chasm between the 'systems' folks (aka the SunOS creators) and the 'windows' folks (aka the SunTools guys and gals) and the 'language' folks and of course Sun Labs. Competition between how many DE's came from Systems (old boys club) vs other groups, and such like. I do know that one of the contributors was that Sun had a financial year that went July 1st to June 30th. Budget meetings happened in February for the upcoming fiscal year. Inevitably people would panic in April or May that Sun wasn't going to 'make the year' (meet expectations of Management or the street) and there would be wide adjustments (like hiring freezes). What we noticed was that everytime managers would panic and hire anyone they had interviewed if they could 'fog a mirror' just before the freeze because they knew if they didn't they wouldn't be able to hire for another 4 - 6 months. There were some quality issues with those hires.