> hire professional fakers and let them drive the company into the ground.
This sounds like someone who is looking for someone to blame. If founder after founder is having this problem what are the odds that there is something else going on and perhaps the reports are doing exactly what the founder is rewarding?
I see in a lot of tech companies is a system where all the incentives are about getting promoted. IC's are trying to build things that look big and complex and "hard". Future maintenance burden, product impact, etc are difficult to measure and also super easy to game. All that matters is that they might get promoted so they can jump teams and do it again. Managers are promoted based on headcount and do everything they can to keep reports and grow like weeds. A dysfunctional org? Yes please, let me triple it in size to solve the problem, we have the money and this org is important, and I become important in the process. Sure some (not all) might need to grow the top line by X%, but in a growing industry/product category/company that might be the default so the focus is again on growing their career. They spend all their time on hiring and annual reviews and promo committees and almost no time on actual strategy. And getting rid of under performers was difficult and as long of a process as possible because there was no incentive to make that simple.
As long at the tide rises all boats and the CEO rewards this behavior everyone plays this game. When the water starts flowing out suddenly you have a CEO looking around going wtf when everyone did exactly what they incentivized.
This sounds like someone who is looking for someone to blame. If founder after founder is having this problem what are the odds that there is something else going on and perhaps the reports are doing exactly what the founder is rewarding?
I see in a lot of tech companies is a system where all the incentives are about getting promoted. IC's are trying to build things that look big and complex and "hard". Future maintenance burden, product impact, etc are difficult to measure and also super easy to game. All that matters is that they might get promoted so they can jump teams and do it again. Managers are promoted based on headcount and do everything they can to keep reports and grow like weeds. A dysfunctional org? Yes please, let me triple it in size to solve the problem, we have the money and this org is important, and I become important in the process. Sure some (not all) might need to grow the top line by X%, but in a growing industry/product category/company that might be the default so the focus is again on growing their career. They spend all their time on hiring and annual reviews and promo committees and almost no time on actual strategy. And getting rid of under performers was difficult and as long of a process as possible because there was no incentive to make that simple.
As long at the tide rises all boats and the CEO rewards this behavior everyone plays this game. When the water starts flowing out suddenly you have a CEO looking around going wtf when everyone did exactly what they incentivized.