How Twitterâ€™s Leadership Drama Explains its Success - Walter Frick - Harvard Business Review
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These shifts are the stuff of truly riveting journalism, but arenâ€™t surprising. As Wasserman summarizes:
When [founders] celebrate the shipping of the first products, theyâ€™re marking the end of an era. At that point, leaders face a different set of business challenges. The founder has to build a company capable of marketing and selling large volumes of the product and of providing customers with after-sales service. The ventureâ€™s finances become more complex, and the CEO needs to depend on finance executives and accountants.
Sound like anyone you know? From Bilton: â€śDorsey had also been managing expenses on his laptop and doing the math incorrectly.â€ť Continues Wasserman:
The organization has to become more structured, and the CEO has to create formal processes, develop specialized roles, and, yes, institute a managerial hierarchy. The dramatic broadening of the skills that the CEO needs at this stage stretches most foundersâ€™ abilities beyond their limits.
That proved true even for the relatively more experienced Williams.
Nor is it surprising that these shifts caused drama within the team.
I think Evan Williams would be running the company well if his Board had not behaved as they did.
Dick Costolo would be there as COO, as would all the executives he helped hire.