I think the thing that is most difficult about growing a young business is concurrently executing several different things. No matter how well prepared you are when you start a company, things will happen that will force you to change. Customers may prefer one of your secondary products over your flagship item. Employees may not be as efficient as you hoped. Processes for handling certain tasks or work flow may be too difficult, or not detailed enough. The bottleneck may not be where you thought. These things can all be changed, but doing them at the same time is tough. It is easy to get my team to focus on one new thing, maybe even two, but beyond that they are lost. And each new thing takes time to become habit. I can see why new leaders who come into a situation and try to make major concurrent changes often fail. I don't know what the answer is, other than to hire extremely flexible hard working people. But that is easier said than done.