This is part of a whole series[0] that I am reading and finding quite insightful.

I think the "pull quote" for me, was this, from the immediate article:

Establish team working agreements at all levels. Ensure every team member knows what role they’re playing

I think this is a real problem not just in scale ups, but in a lot of engineering organizations. There's no working agreements on what roles that each part of the company plays and expects others to play, its often weighted against some preference of higher up management (often VP / executive / director depending on the size of the org and influence each layer has) that creates these silos and break downs.

I think its uncommon to think of start up environments like this, but it is entirely true, once you get past a certain number of employees and start having more delegation layers (directors / VPs) you start to run into these silo problems quickly if you aren't aware of them or don't actively do something about preventing them.

Whole thing is worth reading though, very insightful to me at least!

[0]: https://martinfowler.com/articles/bottlenecks-of-scaleups/