My single biggest lesson from Tuesday’s class was that in all of the four companies we talked to (Facebook, 1185 Design, Experience Project, Cooliris) the buck still stops with the CEO. I’d definitely expect that in a 10 person company, but not in a 1400 person company. These leaders are involved not only with the high level decisions, but even with specific feature decisions.
It made me wonder: is that the right way to do it? Is there a right way to do it?
Is Zuckerberg’s continued involvement a function of ego or a necessary value that only he can add? What would happen if he weren’t there? Does he still serve in a creative role? When does the original vision (or vision holder) get in the way of new innovation? How can these companies stay innovative and create culture of creativity? Where does that evolution leave the founder? One view is that it’s almost impossible. To adapt a quote from Marcellus Wallace:
You see, this profession is filled to the brim with unrealistic entrepreneurs. Entrepreneurs who thought their creative culture would age like wine. If you mean it turns to vinegar, it does. If you mean it gets better with age, it don’t.
But, I’m hoping we’ll learn more about the common traps to avoid and how to make a creative culture last forever.