1. I found the "one-person-band" syndrome to be quite interesting/surprising. This is because I never would'v considered it a problem until I read the passage; I myself could definitely see how the syndrome could comprehend the growth of a company, but would've thought that the entrepreneur would've foreseen that such a strategy would've been very taxing on them.
2. I still found it hard to figure out how an entrepreneur company can combat some of the aspects of a growth wall; it appears that while they can create a task force or try and predict the growth with a strategy, there are still unknown variables that a company should hold a contingency for, should the need arise.
3. I would ask the author which company has exemplified the best use of entrepreneurial leadership? And, which of the key factors during the growth stage of an entrepreneurial firm is the most risky and hardest to account for?
4. I wasn't sure I fully agreed with the Bureaucratization v. Decentralization. I don't think all bureaucracies are as decentralized as explained; in some cases bureaucracies can be just as centralized/family oriented as companies with strategies that focus to promote such environments.
No comments:
Post a Comment