Scaling
From small enterprise to institution.
Scaling is a specific set of transitions — founder-led to function-led to division-led — each demanding a different organization. This course teaches the transitions honestly, including when not to make them.
You will finish with a written Scaling Memo about your own firm's next stage, defended in oral panel.
- 01
Distinguish stages of growth.
- 02
Design the org for the stage you are in.
- 03
Know when scaling is malpractice.
- — Courses 301–309 recommended.
2 weeks · ~6 hours plus the Capstone.
- IModule · ~2 hours.
Stages
The predictable phases of growth.
The stages of firm growth are predictable and named. Knowing which stage you are in is prerequisite to acting.
What You Will Be Able To Do- — Distinguish the three stages.
- — Recognize the transition signals.
- — State your firm's current stage.
Why hereStage mismatched to structure is the most common cause of scaling failure.
- IIModule · ~2 hours.
The organization
Shape follows stage.
Shape follows stage. This module hands you the three org shapes and the tradeoffs of each.
What You Will Be Able To Do- — Draw an org chart for each stage.
- — Compute spans and layers.
- — Redesign around stage.
Why hereOrg design is the highest-leverage move at each transition.
- IIIModule · ~2 hours plus the Capstone.
Culture at scale
The one asset that dilutes fastest.
Culture is the asset that dilutes fastest under growth. Defending it is deliberate work.
What You Will Be Able To Do- — Identify cultural artifacts.
- — Design rituals that scale.
- — Write the Scaling Memo.
Why hereThe Memo is the Program's Capstone — the artifact by which mastery is certified.
Scaling too early is malpractice. Scaling too late is also malpractice. Knowing when is the whole art.