Just like your business, your growth path is unique to you.  But what does that path look like?  Here’s some case studies that will give you some idea.

 

Sector:                           Technology

Headcount:                   12

Growth Plans:              Double revenue; increase headcount by 5-6

Growth Challenge:       Need more programming staff to deliver projects that will deliver revenue targets.  Current organisation design allows for 3 programming levels, Team Leads and a CTO.  Team leads too involved in doing work rather than managing work, developing team or supporting the running of the business.  CTO focused on directing sorting issues out, rather than strategically planning the function, running the business or developing deep capability.  The company is already creaking, trying to deal with their current workload.  Introducing more projects and programmers will push them over the edge, severely damaging their reputation.

Solution:                        Before this company could scale any further, there was a need to shift mindsets and ensure the right work is done at the right level.  Facilitated growth needs workshops with CEO & CTO, to gain CTO’s buy-in to the required shift.  Facilitated CEO and CTO to build a framework that articulates role expectations of each role within each function and incorporated into a new performance management & development process.  This allowed the CEO to completely re-set performance standards at all levels and honestly discuss skills gaps, with an openness to development.  Enabled CEO to have real coaching conversations, resulting in team leads and more experienced staff stepping up their performance.

 

Sector:                            Pharmaceuticals

Headcount:                    100

Growth Plans:                Grow offerings into adjacent markets, take advantage of Brexit-related opportunities, double floor space

Growth Challenge:         Executive team was spinning their wheels, delivering strong annual results but with no sense of purpose.  As part of previous growth phase, had created a management structure and promoted people into roles with no empowerment.  Executive team felt they couldn’t grow any further given managers weren’t managing and they were constantly having to swoop in and sort everything out.

Solution:                         Facilitated a session with the executive team of 4, to get an in-depth understanding of challenges.  Identified a clear lack of vision and strategy.  Surfaced the real cultural dynamics i.e., the executive team were heavily involved in operations and kept swooping in and sorting issues out without explaining the what, why or how of it.  It became apparent that the managers were completely, if unintentionally, disempowered so they just focused on doing their old jobs.  Identified 5 key management skill gaps and delivered training to both managers and executives.  Coached executives and managers, with a focus on the mindset shifts each of them needed to make, to fully step into their roles.  Facilitated executive and management sessions, to design Manager and Executive Team Charters with clear boundaries between both groups and consequences.  Coached CEO to articulate vision and identify strategic options, allowing him to agree a growth strategy with the executive team.  Assisted the CEO to hire a strategic executive hire, crucial to supporting their expansion plans.

 

Sector:                           Professional Services

Headcount:                    65

Growth Plans:                Wanted to break the link between revenue and time.  Needed to prepare for succession arising from upcoming partner retirements

Growth Challenge:         In it’s current format, increasing revenue was directly linked to increasing headcount.  They didn’t want to just scale for the sake of it.  While a relatively well-run business, they were struggling with work floating up and being completed at more senior levels, which raised succession concerns.  There was a need for managers to step up and become more strategic.  The starting point was upskilling managers and realign the right work being done at the right levels.  This freed the leadership team to start thinking strategically.  Facilitated an innovation workshop, allowing them to start dreaming of their future and strategic shifts.  This resulted in them identifying a huge opportunity that would break the link between revenue and time.  Evaluated their revised organisation design plans and addressed some concerns they had with the proposed model.