What Supports Sustainable Scaling in Today’s Dynamic Business Environment?
As organizations grow, complexity often increases faster than the systems designed to manage it. What looks like a sales problem, an execution problem, or a leadership problem may actually be a deeper issue of organizational alignment. In this conversation, Jeneen Masih and Alejandro Di Tolla explore how leadership, operations, communication, trust, and decision-making must work together to build an organization capable of scaling sustainably.
That stays close to what the article actually delivers rather than turning the excerpt into promotional copy. The article specifically argues that different functions often see legitimate but incomplete parts of the problem, and that sustainable scale requires a more systemic view.
The Distance Between R&D and Revenue
Some R&D cycles take years because the technology is genuinely difficult. Others take years because the operating model around the technology makes them difficult.
In this article, I examine what happened when we stopped treating development speed as an R&D problem and instead looked at the entire path from customer need to commercial revenue. By changing how we validated assumptions, committed capital, coordinated across functions, and defined the outcome, we turned development cycles measured in years into months—at a fraction of the expected cost. The broader lesson: before adding resources to accelerate R&D, understand where the time, capital, and organizational friction are actually going.