Complex infrastructure redesign involving organization, systems and processes, due to business growth or competitive pressure.
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It is a fact that in the development life cycle of any successful business, the complexity of operations outgrows the span of control possible through ad-hoc management practices. This is the dilemma of success, and is often resisted by any business because it inevitably requires new organization, policies, processes and systems. This is even more so the case in a family business, since it often requires a formality of relationships that was unnecessary when it was "just family". Yet this "professionalization" of the firm is a necessary, but complicated, step in providing the platform for continued growth and profitability.
The challenge is threefold: 1) to maintain the fluidity of decision-making which characterizes the ability of family businesses to react to and capture market opportunities, 2) to introduce organization and structure which creates an entirely new platform for profitable growth and 3) to increase performance without increasing costs disproportionately.
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