To reignite growth, Supercell created two distinct operating models. Teams managing existing hit games adopted a 'scale-up' playbook, focusing on iteration with larger teams. Teams developing new titles operated like independent 'startups,' focused on high-risk innovation with small, agile teams.

Pendo's CPO warns that scaling isn't just about replicating processes for more teams. Leaders must simultaneously build coordination systems (design reviews, clear communication) while fighting to maintain the "maniacal focus on the customer" and rapid innovation that characterize small teams.

While traditionally creating cultural friction, separate innovation teams are now more viable thanks to AI. The ability to go from idea to prototype extremely fast and leanly allows a small team to explore the "next frontier" without derailing the core product org, provided clear handoff rules exist.

To avoid distracting from its core business, Bolt tests new ventures like scooters and food delivery using a standardized playbook. A small team of 5-10 people is given a modest budget and a six-month timeline to build an MVP and show traction. If successful, they get more funding; if not, the project is shut down.

In a multi-product company, horizontal teams naturally prioritize mature, high-impact businesses. Structuring teams vertically with P&L ownership for each product, even nascent ones, ensures dedicated focus and accountability, preventing smaller initiatives from being starved of resources.

Don't wait for a specific growth stage to assess your product team. Instead, use signals of friction as your trigger. These include internal signs like overwhelmed PMs and exploding backlogs, or external ones like unhappy customers despite on-time delivery.

To balance immediate user needs with long-term R&D, Eleven Labs uses a "3-month rule." If a foundational research solution is projected to take more than three months, the product team is empowered to ship a simpler, faster, tactical solution in the interim.

As Eleven Labs shifted to enterprise, the long 6-12 month sales cycles caused skepticism among its fast-paced PLG teams. To maintain morale, leadership had to actively shield the teams from the lengthy process, asking for trust until the enterprise deals began to materialize and prove the strategy.

To avoid choosing between deep research and product development, ElevenLabs organizes teams into problem-focused "labs." Each lab, a mix of researchers, engineers, and operators, tackles a specific problem (e.g., voice or agents), sequencing deep research first before building a product layer on top. This structure allows for both foundational breakthroughs and market-facing execution.