The space between ambition and scale
At some point, every growing company feels it. Things that once worked stop fitting. The team expands, decisions take longer, and what used to feel easy now takes effort. It can be unsettling. Change often is.
Indra Nooyi, former CEO of PepsiCo, said, “Growth and comfort do not coexist.” We see this truth every day. The companies we work with are ambitious and capable, but when growth takes them into new territory, it feels unfamiliar. That’s not failure. It’s a sign that they are evolving.
Moving through change
We spend much of our time with leadership teams who are in the middle of transformation. It can feel like too much all at once. People want to move forward but still hold onto what has worked before. Both instincts are natural.
Whitney Wolfe Herd described scaling Bumble as “like parenting, you have to let it grow into its own person.” That image feels true for many, they start with strong identity and close connection. As they grow, they have to learn to let their company develop its own rhythm.
The discomfort doesn’t last. In time, it gives way to confidence and structure. Teams find new ways of working together, and the business starts to feel balanced again.
If you’re in this space, Harvard Business Review’s “The Hard Truth About Change” is a great reminder of why uncertainty is part of progress, not proof of failure.
Why progress matters
When growth feels uncomfortable, it can be tempting to slow down. But progress is what keeps an organisation alive. Standing still is rarely neutral. Competitors adapt and markets move, while expectations shift.
Safra Catz, CEO of Oracle, observed that “Technology, through automation and artificial intelligence, is one of the most disruptive forces.” For growing companies, adapting to that pace isn’t about keeping up for its own sake. It’s about building systems and skills that make progress sustainable.
Change doesn’t mean losing what made you successful. It means making sure success continues to matter. Each step forward gives your people new opportunities to learn and lead.
For a deeper perspective, you can also read McKinsey’s piece on “Transformational Growth” which explores how resilience and clarity shape the next stage of expansion.
“Technology, through automation and artificial intelligence, is definitely one of the most disruptive sources.” - Safra Catz, CEO of Oracle
“Technology, through automation and artificial intelligence, is definitely one of the most disruptive sources.” - Safra Catz, CEO of Oracle
What we’ve seen
We’ve worked with many teams who began uncertain about change. It’s common to question whether it’s the right time or if the risk is worth it. Almost always, they find their rhythm.
The most encouraging part is watching that shift happen. Confidence grows back, stronger than before. People see the results of their work in new markets, new clients, or simply in smoother collaboration.
Jacinda Ardern once said, “You can be empathetic and strong.” We see that balance in the best leaders. They listen, they adapt, and they keep moving forward.
For more insight, The Economist’s “Leading in Times of Change” captures how thoughtful leadership helps companies stay steady through uncertainty.
Looking ahead
Change isn’t easy, but it is necessary. Growth is how businesses stay relevant, and progress is what keeps them secure.
The next stage always brings new challenges, but also new potential. We’ve seen many teams start unsure and finish stronger, more aligned, and proud of what they’ve built. That’s what makes the work meaningful.
Author - Stephanie Johnson, Growth Marketing Consultant