Fact is, organizations need to think and act in such a way that when the grand event finally arrives, it shouldn't be anything other than another day in the life of a well-run company. Energy must be devoted to running the business, not obsessing over public markets. If corporate vision and strategic planning have any chance of enduring, then fundamentals still matter. It's also absolutely critical that recruitment and retention strategies not be engulfed by the all-consuming IPO as the labor market continues to tighten. They lead by example and tend to attract like-minded peak performers.
Employers require different kinds of hires throughout their organization's evolution.
In information technology, knowledge workers often leap at the opportunity to join startups but get restless longing for new professional challenges. Others prefer to climb aboard once the financial foundation has had a chance to settle. The trick is, knowing how to harness each of their contributions during the life of the company. Ideally, when an IPO hits, people should want to stick around but not necessarily to reap the benefits of going public. The motivation ought to run much deeper.