Every startup experiences growing pains. Processes that are working great in a team of five, can become ineffective or inefficient in a rapidly scaling team. At the end of 2019 we experienced such a growing pain ourselves when after a few months of process slowdown, we realized there is a need for a structural change in the R&D, Product and Design teams. The “Task Forces”, ad-hoc teams structure we were using then, were replaced with “Domains” – permanent teams who are developing a deep understanding and expertise in a certain area in the product.
No matter what is the current size of your company – this topic will probably be relevant to you at one point or another during your startup journey: how do you know when it is time for a change in the organizational structure of a team, department, or a company? How do you ‘say goodbye’ to an existing structure, and what do you need to consider when making such a change? And how do you know what is the right alternative structure for you?
This week we are speaking with Daniel Leraya, Head of R&D, and Eran Helft, Product Team Lead at monday.com. Daniel and Eran detail the process of the organizational change we did at the company, starting from identifying the problem to the way this change was portrayed to the company. They share the advantages and disadvantages in each of the structures, the concerns they had along the way, and the questions we need to ask ourselves when we realize it’s time for a change.
