ABSTRACT
One tech company was founded in one European country but as it grew, headquartered in another. The success of the company’s products was unprecedented and prior to its public offering, leaders with experience in running public companies was brought on board to help it become investment ready. As the organization grew, so did the need for larger support functions in other countries with different responsibilities and priorities from the creative areas. The new executives were critical of the way in which the company was run, viewing the founders as inexperienced and immature. The new executives’ lack of acknowledgment of past efforts and struggles that contributed to the company’s extraordinary success made them appear as if they were simply ‘throwing stones from the outside’.
