Growth and management systems complexity: Applying the Dunbar hypothesis to high growth organizations

The Dunbar hypothesis, recently developed from primatology, posits that there is a natural limit to the growth of a group based on the ability of individuals to maintain cohesion. This paper examines the Dunbar hypothesis in relation to the disruptive change and high growth common to technology-intensive industries. In light of Dunbar's conclusions and other research, it examines how this limit may present itself in high growth innovation-based organizations such as startups or autonomous groups that are part of an industry leader. The paper suggests a methodology for managers to employ to ensure that an organization is prepared for and can effectively transition through the Dunbar limit.