The extent to which companies can successfully connect candidates to themselves correlates strongly with the extent to which companies can offer perspective. This can be illustrated relatively simply. Consider a subway map. Dear candidate, you are here. On this line, there are three stops (opportunities for advancement), and at the fourth stop, you could switch to another line, if you wanted to. Switching involves a so-called non-linear career switch, where the employee does not advance within the same role but can explore an adjacent role.

This brings me to “g”, the seventh letter of the corporate culture alphabet, which stands for growth.

Many companies prioritize growth but fail to propose a personal growth trajectory during the hiring process.

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The best hamburger I ever ate wasn’t served by McDonald’s. I got it from a small, local restaurant you probably don’t know. You can’t argue about tastes, but if it turns out that there are tastier burgers out there, how come McDonald’s is so successful?

Due to one principle. Both on the input and output side.

Repeatability.

People of all walks of life can follow an exceptionally well-documented flow to serve burgers, handle money and other tasks in no time. After so many iterations, the entire process is so straightforward that it’s repeatable on every content. Making it a great driver for growth.

On the customer side, the experience is repeatable as well. Repeatable as in, no matter where in the world you order a Big Mac, the experience and taste will be very similar, time and time again.

Propositions, solutions, and products that feature repeatable aspects in both making and consuming them win.

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Undoubtedly, the results of that forced endurance will be felt afterward. Likely, the marathon runner will find it (more) difficult to walk. The brain cramp may result in a reduced ability to think straight.

What’s the way out? For muscles, a massage seems fitting. Perhaps applying alternating hot and cold pressure alleviates the pain? If so, what’s the alternative for a brain? How does one massage it?

What helps muscles is moving them in the exact opposite direction. To recover from a figurative brain cramp, does one need to stimulate it in the opposite way of what caused the cramp? Refrain from stimuli altogether?

Given the complexity of the brain, a single, correct answer is unobtainable. Doing nothing can be strenuous.

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Training the same muscles within 24 hours has a detrimental effect. The muscles need a day to restore. Training within the timeframe the muscles require to rest has an adverse impact. It makes the muscles smaller or less powerful.

What is true of muscles is perhaps also true of the brain? Provided that excessive use leads to cramps, how does one train the brain?

What’s the ideal balance between doing something every day to become better at it and resting sufficiently, again, to become better at it?

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When I offered strategic technology consultancy services as a subcontractor, my superior once told me: “Why are you always so critical of the people and the businesses we assign you to?” What I think he should have added, for drama purposes, is: “You’re acting like you own the damn place!” Either way, my reply was: “That’s because I imagine I own the place.”

Only years later, I learned that this is one of Warren Buffett’s go-to pieces of advice: “think like an owner.”

If you want to help a business, really imagine what it’s like being the owner. Create an empathic understanding of what the owner might go through daily and take that as a starting point for optimization possibilities.

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What about the brain, though? If muscles cramp after submitting them to continued strain, maybe the brain could too?

All work and no play makes Jack a dull boy. Those who demand lots of intensive intellectual capacity from their brains need decompression time to relax the particular muscles or brain.

After all, cramps cramp growth.

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It could be revenue, customers, market penetration, or any other appropriate parameter. Depending on the industry in which the business operates, some turning points are well-known and predefined. Others might be particular.

What happens after the turning point is just half of the story. These turning points could easily be considered milestones. Clearly expressed, unambiguous goals that everybody within the company can live up to.

Making the path towards the turning point easy to measure makes it at least equally interesting as the actual turning point or what happens after.

More importantly, in essence, a measurable path towards a turning point provides a foundation for a strategic roadmap.

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Of course, when a company is just starting, it’s hard to express facts empirically. Not enough time will have progressed, and sample sizes for surveys will be too small to come up with any solid conclusions.

However, as time progresses, this level of uncertainty has to be removed. After counting their blessings, business owners have to establish why their companies are growing, so “luck” becomes less of a determining factor.

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Hypergrowth isn’t necessarily a goal in itself. Companies that have grown organically for years shouldn’t suddenly change course and jump on the hyper-scale train.

They must, however, have a plan on how to maintain that organic growth. Nothing lasts forever (in the cold November rain).

Entrepreneurs shouldn’t be shamed for moderate ambitions. Slow and steady wins the race. Up until somebody comes along who is fast(er) and steady. That’s a risk one has to be willing to take.

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All of these statements are based on one foundation; we’ll grow into it.

There is no use in running before you can walk. However, the ability to plan meticulously, anticipating what will be, surely is a craft.

One crucial parameter to enable the decision-maker should be: when we reach the point where the pants, (ware)house, cloud infrastructure is no longer sufficient, what’s will be the switching cost? Expressed in both money and time.

For pants, there is virtually no switching cost.

For a (ware)house on the other hand, it could be cumbersome. Depending on where you are, finding another suitable location is tough, and moving into it, takes much effort.

For cloud infrastructure, migrating an entire application definitely isn’t something that happens overnight.

Another important parameter should be, for the time being, what’s the price to pay?

Wearing pants that are too big may feel uncomfortable, but it doesn’t cost money in principle.

A (ware)house, on the other hand, that’s too big, costs tons of money. Before all the available space is being used, it’s just money down the drain.

Cloud infrastructure that’s over-engineered is also a costly affair. Especially if the press release never comes, and there aren’t any customers to serve.

The lower the switching cost, the more interesting it becomes not to plan ahead.

With a high switching cost, the current price to pay should be kept as low as possible.

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