The post has been translated automatically. Original language: Russian
There is a moment when the company has already changed, but the financial model has not yet recognized this.
Managers are starting to say more often, "We need another person."
The command is "we are not in time."
Sales — "this customer cannot be lost."
Development — "we need to increase capacity."
Finances at this moment see something else: expenses are growing faster than usual.
And it's especially easy to make mistakes here.
You may decide that the company has become less efficient.
Or you can automatically accept all new costs under the slogan of growth.
Both solutions are too simple.
The real financial issue appears between them: what exactly has changed in the business economy?
If an additional person allows you to do more paid work, that's one story.
If the new infrastructure supports the growing revenue— it's different.
If the costs are increasing because the old processes have stopped coping, it's already the third.
Height rarely looks neat.
He almost always breaks the usual proportions first.
Therefore, the company does not need a strong financial function in order to stop the growth of costs.
And to distinguish the costs of growth from the costs of disorder.
And this is perhaps one of the most difficult boundaries in the fast-growing IT business.
Когда у компании много проектов, кажется, что бизнес на подъеме.
Но параллельность стоит денег.
Команда постоянно переключается между задачами.Менеджеры координируют больше процессов.Растет количество встреч.Сложнее прогнозировать сроки.
В результате часть рабочего времени начинает уходить не на сам продукт, а на переключение контекста.
В IT это особенно чувствительно, потому что глубокая работа требует концентрации.
И чем больше активных проектов, тем дороже становится каждое новое переключение.
Иногда компании выгоднее иметь меньше проектов, но доводить их быстрее и с лучшей маржой.
Рост портфеля не всегда означает рост эффективности.
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