The future of retail will likely build on today’s nascent technology. Imagine, for example, using an augmented reality mirror in a store dressing room. Maybe an in-store drone flies around retrieving items.
One article recommended by a newsletter reader (thanks, Paul Martin) was “Evolution and Revolution as Organizations Grow,” by Larry E. Greiner. (Check it out in today’s Blurb.)
It’s from 1972, but still highly relevant. Lots of good ideas in it.
The premise is that “management problems and principles are rooted in time,” and as a result, “the critical task for management in each revolutionary period is to find a new set of organizational practices that will become the basis for managing the next period of evolutionary growth.”
It also highlights a challenge, which we’ve observed, where we “experience the irony of seeing a major solution in one period become a major problem in a later period.”
So this requires recognizing the limited range of solutions — i.e., nothing works forever.
These revolutions can be jarring. We’ve felt them at CB Insights, and we’re probably always on the verge of feeling them as we grow.
Ride-hailing unicorn Lyft went public on March 29 at a price of $72/share and a $24.3B valuation. Since then, the value of some of its top investors’ stakes has fluctuated by as much as $1B.
We take a look at Lyft’s top stakeholders at the time of its IPO and how they’re doing now. Check them out here.
Growing and changing
Greiner’s article also talks about implications for managers. This table summarizes the management practices that characterize each growth phase:
While terminology has likely changed since the article was published in 1972, the principles remain quite solid (with tweaks, of course).