Once a company moves out of start up mode and into major operations, it is easy to become cemented into ways of doing things, ways of thinking, and ways of reacting that slow down even the coolest, fastest, most innovative companies. Many entrepreneurs take intentional steps to try to prevent it, but the inertia is tough to fight.

Growing but staying nimble is a constant balancing act for companies because being nimble means taking risks, and growth means you have more to lose. It requires having a culture that can absorb and respond quickly from a common core foundation, which is easy to say….. tough to do.

Adam Bryant’s new book Quick and Nimble is reflected in a New York Times article today, and highlights some of the key ways leaders and managers try to maintain that balance through strong cultural commitments.  He shares some of the lessons learned in his research of companies grappling with this kind of challenge – check it out for a good read.