“The most spectacular flame outs happen when a company that hasn’t figured out its revenue or business model starts to expand to different geographies and customer segments. Scale should come after the company knows which customer segment values the product, how to reach them, how much they are willing to pay, and how to get them to buy. It is better to concentrate on a smaller geography or specific customer segment in the early days. Scaling without understanding these elements creates the risk of running out of money without results.”

Bharati Jacob, founder- partner of Seedfund, one of India’s leading early stage investors, in YourStory.in article

“Rely on structural shifts to change behaviors. The next principle to consider is that structural change usually drives behavioral change, and not vice versa. In other words, training people in new ways of working — without modifying job responsibilities, reporting relationships, and incentives — is often a prescription for failure. Because old patterns are often entrenched, structural change can be a forcing function to break them. In the second case, for example, the senior team tried to convince, guide, and teach senior people to collaborate more effectively to create solutions for customers — but the shifts didn’t take hold until they reorganized into broader teams, with larger spans of control and fewer layers.”

From The Chicken-Egg Problem with Organizational Change