For growth companies
Scale the business without scaling the friction
What worked at 20 people can become a bottleneck at 80. Find where your organisation is slowing the plan, then redesign the conditions before they become harder to change.
Before the habits set
Why growth creates drag when the board expects acceleration
After investment, the plan calls for more hires, faster decisions and stronger delivery. Yet growth can expose the limits of the ways a smaller team used to work: decisions return to the founder, responsibilities blur and capable people spend time working around the system. The board expects acceleration just as the organisation starts to feel harder to move.
This is the moment to redesign, not simply ask everyone to push harder. The habits of a 250-person organisation set quickly. Deliberately changing how decisions are made, work is coordinated and leaders operate is easier now than unpicking those patterns once they are embedded. It also builds a business that depends less on heroic individuals at the next round or at exit.
“Everything still comes back to me. Decisions I thought my team owned land on my desk, and work that used to just happen now slips unless I chase it. We keep hiring strong people, but they end up working around the system. My leadership team revisits choices we thought were settled. The board wants evidence that we’re getting better, and all I can show them is activity.”
A founder’s account of scaling friction
What the Diagnostic gives a growth company
A clear picture of where friction lives
Scores across six neural conditions, traced to the organisational systems producing friction, so you can see what needs redesigning.
A number your CFO and investors recognise
Your Friction Tax expresses the productive capacity absorbed by friction in financial and FTE terms.
Priorities, not a report
A redesign brief sets out your top three priorities, with a leadership debrief and a baseline to show the board what changes over time.
1
Hear from at least ten people for 20–25 minutes each
2
Receive your Profile within five working days
3
If you choose, redesign through one focused experiment at a time
Working with growth companies like Waracle
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For investors and chairs
See the structure behind the results
The value-creation plan assumes a portfolio company has an organisation capable of delivering it. Financial results show what happened; engagement surveys show how people feel. Neither shows where decisions stall, responsibility blurs or capable teams work around the system. The Friction Architecture™ Diagnostic gives the leadership team a structural read of that missing layer and the CEO a practical lever for change when growth outpaces structure. If a portfolio company you work with is facing that gap, let’s discuss an introduction.
Explore the ideas behind scaling: what changes between 20 and 80 people, the founder bottleneck, life after a raise, and five questions boards should ask
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