# Scaling Organizations - Scribing

DevFeed: [Scaling Organizations - Scribing](<https://devfeed.tech/articles/scaling-organizations-scribing-41171.md>)

Original publisher: [Read original article](<https://www.craigkerstiens.com/2014/07/14/Scaling-Organizations-Scribing/>)

Author: Map

Published: 2014-07-14T20:55:56Z

Content type: opinion

Language: en

Sources: [Craig Kerstiens](<https://devfeed.tech/sources/craig-kerstiens.md>)

Topics: [scaling](<https://devfeed.tech/topics/scaling.md>), [meetings](<https://devfeed.tech/topics/meetings.md>), [Development](<https://devfeed.tech/topics/development.md>)

Tags: [context](<https://devfeed.tech/tags/context.md>), [development](<https://devfeed.tech/tags/development.md>), [growth](<https://devfeed.tech/tags/growth.md>), [meetings](<https://devfeed.tech/tags/meetings.md>), [organizations](<https://devfeed.tech/tags/organizations.md>), [philosophies](<https://devfeed.tech/tags/philosophies.md>), [practical](<https://devfeed.tech/tags/practical.md>), [process](<https://devfeed.tech/tags/process.md>), [scaling](<https://devfeed.tech/tags/scaling.md>), [team](<https://devfeed.tech/tags/team.md>)

## AI overview

The article discusses how planning and meeting documentation need to evolve as organizations and development teams grow. It recommends concise but sufficiently detailed planning summaries, running meeting notes, attendance records, and explicitly communicating information to absent team members so context is not lost.

## Source excerpt

In the process of growing a company there's several hurdles based on the size of the company. What worked at 5 doesn't work at 20, what works at 20 doesn't work at 50, and what worked at 50 doesn't work at 150. There's a lot of talk about two pizza teams and scaling development teams out there. One thing I haven't seen quite enough of is details around scribing and documenting things. Planning At teams of 2 and 3 you get everyone in a room. Perhaps 1 person says what you're going to do and you all rally around it, or maybe it's a day of debate and persuasion from all sides. In the end though you all leave, get heads down, but all know what goal you're working towards. At a larger company planning doesn't scale quite this way. I've seen roadmapping and planning done a variety of ways as companies scale, but most times the thing they miss for far too long is documenting what comes out of it. Many may produce some level of artifact, but a cohesive wrap-up is often missed. Such an artifact should be easily digestible within a couple minutes, but also deep enough to answer many of the initial questions raised by the high level pieces. Meetings Meetings are a smaller level item than broader planning, and tend to go without thorough note taking than higher level planning. With growth you'll have more meetings, trust me you will. The more meetings you have the more likely you may miss one or two you're interested in. Or perhaps its as simple as some team members being out. Summer is especially hard around this. For a team of 10 it's not uncommon that you may go all summer with at least 1 person not in the meeting and often two. Keeping those that miss the meeting well informed of what happened at it is critical as you scale. This is slightly less important at an extremely large company, though still valuable, but critical as you scale to larger. As you're scaling things are changing faster, and context can more easily get lost. So how do you improve this? Some practical tip