Comment by bobek

The biggest (engineering) team I've built and led was 150 people, so I cannot speak for 200. I don't feel that the solution of keeping the understanding of what is happening was about a formal structure like an "employee steering committee".

Rather than trusting the same principles used for scaling the doing side of the business. Things like empowering people to make decisions [1] or being clear about what/how/why you make certain types of decisions [2]. Working on staying aligned with your closest team, which then spent energy on staying aligned with their teams, etc. Sample randomly from the whole org, but mostly at your pace.

The biggest mistake I've made was that I've pulled myself (for legitimate reasons, it seemed) from having a true conversation with every single hire before they've gotten an offer, when we were around 70. 30 minutes is typically enough, but I feel you need a singular person as a gatekeeper for the final values-fit check. Partially thinking that 70 is already good enough, but later I've come across people talking about, like, 500 people before pulling out [3] :)

[1]: https://www.bobek.cz/decisions/ [2]: https://www.bobek.cz/work-principles/ [3]: https://mastersofscale.com/reed-hastings-culture-shock/