What’s Harder?
What’s harder, being an entrepreneur working for a bureaucrat or being a bureaucrat working for an entrepreneur?
What’s harder, instilling bureaucracy in a very entrepreneurial organization or seeking entrepreneurialism in a very bureaucratic organization?
What’s harder, recruiting and retaining people in a very immature organization that is desperately seeking maturity or doing the same in a very mature organization desperately seeking a little bit of immaturity and entrepreneurialism?
What’s harder, being what you are or seeking what you’re not?
Every successful organization has a personality and a style that got them to where they are today, and each of those organizations have seen things that need to change and then instilled some form of change on that previously existing tone and tempo of growth.
Rarely does that change positively impact growth; instead, it acts like a restrictor plate on a stock car, reducing the organizational power and limiting the maximum speed of an organization to whatever that speed may be which is acceptable to the newly defined risk profile for the business track the cars are racing on.
In a big company, it’s certainly a lot easier to limit growth rather than to accelerate growth.
And that in itself provides clues to the most appropriate answer to the questions above.