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There is one pattern in the tech sector that is so common, and so under-explored[1], that I’m compelled to talk about it here. I call it the start-up inflection point.
The basic premise:
No matter how self-directed programmers are, eventually their utility declines as ambiguities in direction, roles, goals and ownership become increasingly distracting and frustrating. The company is changing because of scale effects - but scale effects are hard to recognize, predict or compensate for. HIring more brilliant engineers won’t solve this problem.
The basic premise:
- Small engineering start-up is born, does well, hires like mad.
- Heavy hiring bias for self-driven solo programmer prodigies.
- Company grows; scores of engineers running around.
- Soon primary challenge isn’t quality programmers: it’s organizing them.
No matter how self-directed programmers are, eventually their utility declines as ambiguities in direction, roles, goals and ownership become increasingly distracting and frustrating. The company is changing because of scale effects - but scale effects are hard to recognize, predict or compensate for. HIring more brilliant engineers won’t solve this problem.
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