by William Robertson, BDQ International
BDQ understands the issues executives face with company growth and changes.
These issues are very common within start-ups or organizations that have seen fast growth - matters of concern to CEOs and venture capitalists.
In the beginning
If we look back to the early days of a business, we'll tend to find a good, though often not conscious, focus on process.
Sources of change and dissipated focus
Team spirit and cohesion
Market and product
Communication - Language and assumptions
The need to re-evaluate and tune
The approach can be similar to the original business planning process. Do it again to revitalize the plan and the company.
Most businesses can be described in a simple model that helps focus on what the real priority processes are, and how they feed each other. It's critical to avoid over-analyzing processes and essential to depict them with simplicity and conciseness.
Define "the rules of the game" |
Once the key activities are identified, develop "the rules of the game" - "How do we know this activity will achieve its goals and will serve the process?"
Determine changes required
Defined processes, together with revised principles, inevitably lead to changes.
Plan to make changes, including how to ensure they "stick"
Changes are TOUGH to define.
This kind of approach to change should provide some, if not all, of the following deliverables:
A process of change is recommended as follows:
Knowing leads inexorably to improvement.