The first gap is role clarity: people are hired into jobs that sound exciting but do not define ownership. The second is manager capability: technical strength is mistaken for people leadership.
What to pay attention to
The third is inconsistent performance expectations. The fourth is weak compensation and promotion logic. The fifth is over-reliance on founders to resolve every sensitive issue.
A practical way forward
These gaps are fixable when identified early. A simple people roadmap, supported by senior HR judgement, can create structure without slowing the company down.
- Define the outcome before choosing the tool, title or process.
- Make ownership visible and measure what changes after the decision.
- Review the system regularly as the organisation, role or market changes.
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