has written some very intriguing articles
about how US corporate growth model is deeply, deeply flawed.
By making growth a major metric, we force companies into short-termism.
We know what the outcomes of this can be, we're all living in it.
Hess makes some even more interesting arguments about our need to unpack
our assumptions that growth is always synonymous with continual improvement.
The later, continual improvement, is essential for any business,
it's gonna continue to create value, but the former, getting bigger, may not be.
I think reframing the idea of growth in our field is a challenge.
We need to be very aggressive about continual improvement.
But, very cautious about growth.
And it can be difficult, because funders, donors, journalists,
we're all incentivized to be new, to be bigger, to be different.
Scope and scale decisions should be based as much as possible on empirical data.
What's the size of the community?
What's the complete percentage that we would have to have
of that community to make this a sustainable business?
How many actual people would need to donate or
attend to make the organization viable.