Organizational Design
15 articles tagged with organizational design across diagnostic patterns, climate tech, investor guidance, and earth observation.
Your organisation is more complex than it needs to be, and the person who made it that way is you. Technical founders model complex systems for a living.
Read → Diagnostic PatternsYour processes aren't designed. They're accumulated. Every workaround your organization has ever invented to deal with a dysfunction is now embedded in how you...
Read → Diagnostic PatternsNobody in your organization knows who can say yes. Decisions get escalated, deferred, or made by whoever cares most and pushes hardest. The org chart says one thing.
Read → Diagnostic PatternsWhat worked at your last stage is structurally incapable of working at this one. This isn't a metaphor.
Read → Climate TechBuilding decarbonization is a sector caught between regulation-driven demand and the brutal reality of fragmented delivery.
Read → Climate TechThe EU Deforestation Regulation created a compliance market overnight. The companies racing to serve it are building for a deadline, and deadline-driven organisations break in specific ways.
Read → Climate TechMobility companies are infrastructure-dependent in a way that most technology sectors aren't, and that dependency reshapes the organization in ways the founding team rarely anticipates.
Read → For InvestorsA Series A clean energy company with missed targets, two COO departures, and board-level frustration. The problem wasn't the people.
Read → For InvestorsClimate tech is not SaaS. The operating model assumptions from software investing don't transfer to companies with hardware, regulatory dependencies, and project-based revenue.
Read → For InvestorsThe pattern: portfolio company struggling, hire a COO, COO burns out within 18 months. The role isn't the problem. The organisational design is.
Read → For InvestorsClimate tech carries organizational complexity that SaaS frameworks can't see. The failure modes are structural, predictable, and invisible to standard due diligence.
Read → For Investors87% of millennial UHNW individuals consider social impact when investing. 30% of their parents do. The content industry frames this as a values conversation. It's an organisational design problem.
Read → For InvestorsA portfolio company is underperforming. The market is there. The technology works. The team is talented. Something is broken and nobody can name it.
Read → For InvestorsYour due diligence evaluates the market, the technology, and the team. It almost never evaluates the operating structure that has to deliver on the thesis.
Read → For InvestorsThe check is written. The company is struggling. Board advice isn't working. You've told the founder to fix the org three times. Nothing sticks. That's where structural diagnosis starts.
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