Plan ahead for levels of growth by structuring your organization with a change component.
Each layer of growth in a firm typically adds a layer of titles; each new title has the potential to create a new silo. Eventually it becomes difficult to move the organization fast enough to grow again.
If from the first stage of growth someone is responsible for horizontal connections (collaboration, communication, training across functions, diagonal mentoring etc) your culture will build around working together on the companies business objectives.
That person, CEO, founder, COO, VP of Change or external change consultant (notice no HR and no Director title) must be good at describing and planning for end states for initiatives, projects and change. They must understand that those end state descriptions are crucial to tying the work of individuals to business objectives (to them the "bigger picture").
The bigger picture must have a path to success. So that person, HR or a partnership of both has to have their finger(s) on needed competencies to fill in both the end states and the paths to get there.
Then you (assuming there is capital to fill in competencies) will have what I consider the two crucial pieces for growth- the connection of work to a bigger picture and the path to deliver the bigger picture through individual work and motivation.