Modern software companies follow a variety of common conventions to scale quickly and efficiently. For example, most software companies have a defined and documented approach for engineers when it comes to writing, reviewing, editing, and deploying new code. It’s important to settle on some standards and procedures for software development because it means a company can write code quicker, reduce mistakes that are inherent in writing code, and provide a better working environment for software developers. The end result is more and better products delivered to the customer, which in turn is good for the business.
There’s a powerful concept known as “shipping the org chart”. It was brilliantly outlined by Steven Sinofsky in his piece on Functional vs Unit Organizations. The TL;DR is that the design of your org makes its way into your product. In other words, your product is significantly influenced by the nature of the organization you’ve designed within your company.
“Our industry does not respect tradition— it only respects innovation.” That’s what Satya Nadella wrote in his opening email to the company shortly after becoming Microsoft’s new CEO. It was a clear call to arms that Microsoft needed to reignite innovation in order to scale the company after roughly 15 years of stagnation.
Growth Hacking is declining in relevance. Will it disappear entirely? I don't think so. Nor do I think it should. But the craze that once drove every startup (even enterprise!) to look for a Growth Hacker is on a steep decline. And I believe that's a good thing.