What is like to set a strategy when your company is growing in headcount by 2x (or more!) per year? How do you identify the areas where the new joiners will be working? How do you balance new opportunity spaces versus focusing on the existing ones? How do you onboard new members on the strategy topics?
Nicholas Goubert is working in one of the fastest growing companies in Europe and shared with us his first-hand experience with all these challenges.
My takeaways
- There is a strong correlation between the opportunities you want to expand into and your headcount growth. You will create a strategy that explores new opportunities, and you will allocate new teams to those.
- There is a constant need for strategy communication, since at all times there are many new people who needs to absorbe this context.
- There is a strong need for “cascading” the strategy, and letting product leaders room to create their strategies aligned with the company-wide one.
- There needs to be a concrete cadence to review strategy. Giving all the conflicting priorities, having these regular cadence helps “reserve” the time needed for strategy work.
I hope you enjoyed it, and more insights and takeaways are always appreciated!