Actually, Paul Graham's explicit statement re: success is that you should sell out before you are operating at large scale (else you might start growing pointy hair).
As it turns out I'm poking about Wharton these days myself and, although already a semi-successful tech entrepreneur, I am fascinated by the lack of concern for scaling that seems to permeate the startup world (inclusive of HN). An addendum is that probably most people who read this will instantly think of purely technological scaling (servers, etc.) while within an HR context there are large number of other issues that you will not be particularly well placed to address merely by being tech saavy. Apropos to this I thought was Andy Grove's recent article in Bloomberg (http://www.bloomberg.com/news/2010-07-01/how-to-make-an-amer...), which is likely to go unheeded.
which is likely to go unheeded.: I suspect you are right there, and it would not be the first thoughtful thing he has said that goes unheeded ("If you are concerned about dependence on foreign energy, support electric energy. That is stuck to the continent.).
So I wonder if his book "High Output Management" is on any of the top school's MBA reading lists?
As it turns out I'm poking about Wharton these days myself and, although already a semi-successful tech entrepreneur, I am fascinated by the lack of concern for scaling that seems to permeate the startup world (inclusive of HN). An addendum is that probably most people who read this will instantly think of purely technological scaling (servers, etc.) while within an HR context there are large number of other issues that you will not be particularly well placed to address merely by being tech saavy. Apropos to this I thought was Andy Grove's recent article in Bloomberg (http://www.bloomberg.com/news/2010-07-01/how-to-make-an-amer...), which is likely to go unheeded.