> Secondly, be mindful of the company culture you create and the people you bring on board. They can either make or break your organization.
I don't think that this cautionary statement will make much of a difference, but I completely agree.
Founders deliberately create the culture of their dreams, and don't particularly care what anyone else thinks. It's a big part of the reason they are founding the endeavor. They don't want to deal with people that they believe will deter/hobble them. The boss gets what the boss wants.
In some cases, I'm sure it's worked out well.
In others ... maybe not so much.
I've found that cultures that deliver great projects are often not "comfortable" ones. In my experience, the sickest organizations have been ones where everyone was always "on the same page," and there was little disagreement.
I don't think that this cautionary statement will make much of a difference, but I completely agree.
Founders deliberately create the culture of their dreams, and don't particularly care what anyone else thinks. It's a big part of the reason they are founding the endeavor. They don't want to deal with people that they believe will deter/hobble them. The boss gets what the boss wants.
In some cases, I'm sure it's worked out well.
In others ... maybe not so much.
I've found that cultures that deliver great projects are often not "comfortable" ones. In my experience, the sickest organizations have been ones where everyone was always "on the same page," and there was little disagreement.