I've worked for a couple of small companies. I think it requires different skill sets/strengths to get a company off the ground, known, and making money in the first place than it does to keep it running after you've gone public, have a bunch of employees, etc. Frequently it's not the same person who has both of these skill sets. A small company with very few employees, a few customers who know they are dealing with a small company, and no stock holders to keep happy can more easily make decisions on their feet and survive fairly well by making decisions that just get them through until tomorrow. As they grow, that agility is lost and I think a lot of managers and CEOs are not able to adapt their thinking and planning to the slower pace of movement and amount of resources it now takes to get things done.