By Brian Armstrong, CEO and Co-founder

As companies scale, they usually slow down and become less efficient. It takes more dollars, more people and more time to get anything done. Coordination headwinds increase, vetocracies emerge, risk tolerance fades, and teams become inwardly focused instead of staying focused on their customers.

While this trajectory is natural, it is not inevitable. Every great company, from Amazon to Meta to Tesla, found ways to retain their founding energy in conjunction with appropriate controls, even as they scaled to be much larger than Coinbase is today. Great companies maintain their insurgent mindset, for fear of becoming complacent and irrelevant over time.

That’s why we’re focusing on driving more efficiency at Coinbase. After 18 months of ~200% y/y employee growth, many of our internal tools and organizing principles have started to strain or break. So we’ve been digging in to identify the set of changes we need to make to help us succeed at this new scale.

The first step was significantly slowing our growth, and making the difficult decision to reduce the size of our current team, which we announced last month. Moving forward, we’ll keep looking for ways to make Coinbase more efficient, and to get back to the mindset and approach that made us successful. I believe that these steps will carry us forward.

We use DRIs (directly responsible individuals) to help us execute faster. DRIs balance input from the team, and make clear decisions in a timely manner.

But now that we’re a larger company with many products instead of one, we need…


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