What makes a start-up mature? Business maturity brings to mind rigour, stability & predictability. In my learning it’s managing the juxtaposition of the innovative, blue-sky, and unconventional aspects of a start-up against the need for organisational diligence. The success of managing the above dictates how well the business scales and meets it’s organisational vision.
The people can make or break the small start-up: one culturally misaligned employee or one poor performer can have a much greater impact on customer satisfaction and employee engagement than a rogue employee in a larger business.
What I am interested in is how start-ups make themselves mature from a people & culture perspective. I tried to answer this with one of my Bazaarvoice colleagues recently and I was particularly fascinated to hear about his experiences of the culture ups and downs in the Bazaarvoice journey. At Bazaarvoice we describe ourselves as a ‘mature start-up’ now at 10 years of age, and we’re on a path to people maturity. Our discussion inspired me to pick up a (figurative) pen and write this post.