Because scale was a critical core competency, it was necessary to build supporting systems and to measure it in meaningful, impactful ways. It wasn’t enough to merely say that scale was important.

Whatever challenges exist within the organization can be traced to the cohesion of the

executive team and its capabilities in prediction, delegation, and repetition.

Articulating a similarly clear and differentiated strategy, supported by a strong core culture that can deliver on the brand’s promises, is the key for any company wanting to scale up.

Like an individual, an organization has innate strengths and weaknesses. Coping with them is less about changing them and more about playing the hand the organization was dealt.

The challenge is choosing metrics that matter, meaning those that measure what’s important to customers, and provide sufficient insight to help both the leadership team and all employees see problems and opportunities in time to react.