Morley: Going public forces difficult restrictions on internal transparency and employee communication
Patrick Morley · 20VC: 7 Key Themes To Building A Great Company To IPO, The Right Way To Assess Market Timing & How To Balance Between Speed and Inspection When It Comes To Decision-Making with Patrick Morley, CEO @ Carbon Black · Oct 12, 2018 · at 17:34
Patrick Morley, CEO of Carbon Black, discusses operational challenges and communication constraints tech companies face after executing an IPO.
0:00 / 0:28exact quote · 28.3s
720p mp4 · rendered on demand · StarZero watermark
“I think one of the challenges, and many companies have spoken to this, one of the challenges of being a public company is the way that you communicate and the transparency that you exhibit inside the company from a comm standpoint has to change, and it's harder, perhaps, than you would anticipate, because especially you want to be able to talk to the team about results the moment a quarter has finished or the moment something's done, and now suddenly you have to get your communication changes a bit, and so I think that we knew coming in, and that's been the reality there.”
quote is from the automated transcript, cleaned for reading: filler sounds and stutters are removed, nothing is rephrased. names can be misheard (the analysis reads context, assessments check outside sources). how →
More from Patrick Morley
Morley: Impatient VC board members ruin companies by forcing short-term decisions
“What I have seen is that in many cases, when an investor is not as mature or lacks patience, they can really screw up an opportunity because they end up Driving short-term decisions that will stop a company from having a long-term opportunity.”
Morley: Poor market timing kills more startups than a lack of capital
“Absolutely. I would agree a hundred percent with that statement.”
Morley: West Coast tech talent density vastly outpaces Boston's diversified talent pool
“If you take 10 A players, In Boston, out of those 10 A players, maybe two of them will be in tech, and the other eight will be in financial services, or in pharma, or biotech, or blah, blah, blah. And on the West Coast, you know, out of the 10 A players, nine …”
Morley: A CEO's core duties are scaling teams, strategy, and communication
“There's three core characteristics, three core elements for the CEO. I certainly think one of them is about the people and making sure that you continue to scale the team around you. Absolutely. And by the way, that gets hard because you have to do it quite of…”
Morley: Empowering department leaders with true ownership encourages organizational risk-taking
“The desire to allow people to run your own business, in my belief, their own department, allows people to take more risks. Because if I feel like I truly am empowered to run my business within the constraints of what we're trying to do as a company, within tha…”