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保罗·格雷厄姆：创始人模式·第7则
保罗·格雷厄姆《《创始人模式》》· Founder Mode · 领导 · 行动 · 认知 · 成长
And I don't think anyone with knowledge of this world would dispute that. [ 2 ] If the practice of having such retreats became so widespread that even mature companies dominated by politics started to do it, we could quantify the senescence of companies by the average depth on the org chart of those invited. [ 3 ] I also have another less optimistic prediction: as soon as the concept of founder mode becomes established, people will start misusing it. Founders who are unable to delegate even things they should will use founder mode as the excuse. Or managers who aren't founders will decide they should try to act like founders. That may even work, to some extent, but the results will be messy when it doesn't; the modular approach does at least limit the damage a bad CEO can do.
出处：
https://paulgraham.com/foundermode.html
定位：Essay, additional excerpt 7 · 核对日期：2026-10-19 · 核验：短摘录
白话
了解这个圈子的人都不会否认这一点。如果这种闭门会变得如此普遍，以至于连政治斗争严重的成熟公司也开始办，那我们就可以用受邀者平均在组织架构图上的深度，来量化公司的衰老程度。我还有一个不太乐观的预测：一旦“创始人模式”这个概念确立，人们就会开始滥用它。那些连该放权的事都不肯放权的创始人，会拿创始人模式当借口；不是创始人的经理也会决定模仿创始人做派。这或许在一定程度上管用，但一旦不管用，后果会很乱；而模块化的管理方式至少能限制一个糟糕CEO造成的破坏。
上下文
格雷厄姆在讨论创始人模式可能被误用的风险，并对比传统模块化管理对坏CEO的约束作用。
今日一问
你如何区分“坚持创始人模式”和“不肯放权”之间的界限？
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