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> As the longtime manager put it: “When I look at LivingSocial’s legacy, more than anything else, we basically gave a lot of people their MBAs in scaling a comp
by akjetma 10y ago
> As the longtime manager put it: “When I look at LivingSocial’s legacy, more than anything else, we basically gave a lot of people their MBAs in scaling a company very fast.”
Oh nice, the people at the company that grew too quickly learned how to do it again. Tight.
- dpflan 10y agoThis is something I latched on to too; does scaling imply stability and business fitness? Otherwise scaling is not the correct word in this context - thin yet brittle hypergrowth that over-extends the emotions and focus of employees and the correct use of economic resources. Perhaps they learned the highly valuable mistakes that can make the second time easier?
- deleted 10y ago[deleted]
- whack 10y agoTo be fair, LivingSocial's problem wasn't "growing too quickly". Their problem was that their business model evaporated as consumer trends changed. Building a solid business model is important, but so too is scaling it. At least these guys learnt half of the recipe.