Yup. A lot of BS/reductionism in this comment section! I’ve been through this transition as a dev and manager at software startups, and it’s all about the attitude towards risk changing in org… It changes as a company/team matures and the product reaches product/market fit.
The processes (or lack thereof) that led to a mistake like this being possible likely caused little harm until now. The rapid experimentation made possible by the lack of defined process likely enabled them to get to this point, only now (or recently) has it become a liability. Adding undue process too early has killed plenty of companies too. So, I disagree with you dismissing the early team as naive/incompetent, that’s likely not fair. There are tradeoffs, and you need to re-evaluate them with growth.
You’re spot on that this necessary cultural shift generally results in the people changing. Many good managers/execs at the inception/early stage are lousy at the growth stage and vice versa. Few can excel in both environments, habits and tendencies are hard to change.
It’s kind of odd to see this play out in the auto space… given there have been so few new companies enter it. Very common transition with software companies.
Yup. A lot of BS/reductionism in this comment section! I’ve been through this transition as a dev and manager at software startups, and it’s all about the attitude towards risk changing in org… It changes as a company/team matures and the product reaches product/market fit.
The processes (or lack thereof) that led to a mistake like this being possible likely caused little harm until now. The rapid experimentation made possible by the lack of defined process likely enabled them to get to this point, only now (or recently) has it become a liability. Adding undue process too early has killed plenty of companies too. So, I disagree with you dismissing the early team as naive/incompetent, that’s likely not fair. There are tradeoffs, and you need to re-evaluate them with growth.
You’re spot on that this necessary cultural shift generally results in the people changing. Many good managers/execs at the inception/early stage are lousy at the growth stage and vice versa. Few can excel in both environments, habits and tendencies are hard to change.
It’s kind of odd to see this play out in the auto space… given there have been so few new companies enter it. Very common transition with software companies.