employees did not have clarity of the oles they were expected to play and asks that they were required to orm. This confusion along with tant growth of the company created plications which forced the loyees to quit the organization 6 Informal & Dynamic configuration High attrition rate re of the company to expectations of the ere was an increasing sense on with the services of the led to the company often efighting attitude rather oactive in it's approach Employees were more focused towards achieving the aim by working closely with each other during start-up phase instead of working in silos. But as the company grew there was a need for a growth structure to accommodate the growth of the organization 1 Absence of role clarity Challenges 5 There was chaos in the organisation as it tried to transition from an earlier, leaner model to an organisation with larger number of employees and with problems in organisation structure. Growing dissatisfaction among customers No trend of building expertise Rise of Chaotic environment 4 3 2 Since no employee was given clearly defined roles to perform, most of the work they did could be defined as “fire-fighting” i.e. Reacting to only the crisis that happened on a day to day basis The firm had an entrepreneurial cult and hence everyone was doing what came to the desk. Though this helpe promoting cooperation and cross functional understanding of busines also eliminated the scope of building expertise. Thus everyone was good a everything but no one was best at something.