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On 2026-02-24 @edsuh argued that typical venture firms are loose collections of…
Brief
Ed Süh (@edsuh) lays out structural, cultural, and incentive-driven reasons why venture firms are often dysfunctional: diffuse decision-making and lead-partner attribution, Type A personalities (he suggests a 'significant %' may have undiagnosed ADHD), long feedback loops, fixed fund sizes that create zero-sum dynamics, inexperienced partners, and concentrated returns (1–2 rainmakers).
Why it matters
On 2026-02-24 @edsuh argued that typical venture firms are loose collections of individuals with diffuse decision-making; each investment has one 'lead' partner and firms track individual attribution, creating internal pressure to 'own' successful deals.
Key details
- He claimed VCs tend to be Type A, opinionated, and disorganized, that a 'significant %' may have undiagnosed ADHD, and that long performance feedback cycles plus fixed fund sizes create politics-over-merit and zero-sum capital allocation.
- Many partners (especially career VCs or ex-finance hires) often lack experience scaling teams, and partnerships frequently rely on 1–2 rainmakers who drive most returns, breeding resentment and conflict (see Brett Berson @brettberson: 'Few businesses are as dysfunctional...' — 2026-02-24).