Even though I run a company which has only 4 million profit per year, I have seen something similar that once a company starts being successful, you attract these people who's only job is to move from successful company to successful company in a sort of a circuit. They don't add much value but they know how to stay out of trouble.
So what happens I think is that most business value is brought about by a very small percentage of a company's actual day-to-day productive output. However, as a company grows, you do need this additional people because without them the company will start losing value. But a very few people and very few work in the company actually adds value and gets the company to the next step. So imagine something like apple the iMac when they launched it and then the iPhone and then the iPod drove the company into what we know it to be today. But if they didn't have all of the other managers and stuff who were pushing papers and getting things going, the company wouldn't even exist. The founder really needs to know what matters in the company no matter how large it gets and how to go to the next step in the company and that will take very very little of the company's actual outputs. Figure out who are directly responsible for creating those outputs and create a direct relationship with them. Going through the mbas and the paper pushers is secondhand information and usually they are tampered with.
So what happens I think is that most business value is brought about by a very small percentage of a company's actual day-to-day productive output. However, as a company grows, you do need this additional people because without them the company will start losing value. But a very few people and very few work in the company actually adds value and gets the company to the next step. So imagine something like apple the iMac when they launched it and then the iPhone and then the iPod drove the company into what we know it to be today. But if they didn't have all of the other managers and stuff who were pushing papers and getting things going, the company wouldn't even exist. The founder really needs to know what matters in the company no matter how large it gets and how to go to the next step in the company and that will take very very little of the company's actual outputs. Figure out who are directly responsible for creating those outputs and create a direct relationship with them. Going through the mbas and the paper pushers is secondhand information and usually they are tampered with.