Startup Scaling: The Organisational Design Mistakes That Slow Growth at Series C and Beyond

CXO India has worked with leadership teams at nineteen growth-stage companies navigating the transition from founder-led startup to managed enterprise. The organisational design mistakes we observe are remarkably consistent, which suggests they are not random errors but predictable failure modes that can be anticipated and avoided. The most costly mistake is what we call "hero function dependence" — where a company's operational excellence is concentrated in a small number of individuals who have been with the business since the early days. These individuals know everything, can do everything, and are impossible to replace because their knowledge is entirely tacit. The business scales around them rather than through them, creating bottlenecks that become increasingly painful as transaction volume grows. The solution is systematic process documentation and knowledge transfer, which feels like a luxury during rapid growth and only becomes urgent when a key person departs. By then, it is expensive. The second consistent mistake is delayed functional leadership hiring. Founding teams often resist bringing in functional heads — a proper CFO, a real CHRO, a general counsel — until the need is obvious to everyone, which means it was already urgent months before action was taken. The companies that scale most smoothly hire ahead of the functional need, accepting a period of perceived "overhiring" in exchange for the organisational capacity to absorb the growth that is coming. The companies that hire reactively are always fighting the last fire while the next one starts.