Preventing the dream of rapid growth turning into a nightmare, many changes to the usual working methods and processes are necessary. Iterative learning and piecemeal adjustments are no longer sufficient in such periods of massive growth. The necessary, abrupt change of familiar structures must be supported and accompanied on a technological, procedural and above all human level.
More business growth also means a change in personnel requirements. Suddenly there is a lot more work, new employees are changing the established culture and the complexity of internal communication is increasing rapidly. Existing employees are mostly busy and struggle to keep up with the changes. While some teams are literally welded together, other teams disintegrate and build structures that slow down business growth or render it impossible.
The additionally required knowledge must be clarified – together with the current employees. The new positions are defined on the basis of this clarity and open up space for personal development. Existing knowledge must not be lost in this phase.
Streamline processes, optimize communication paths
Why do I suddenly need an application form for everything? Why can't I make my own decisions like I used to? Everything suddenly takes forever and in the end the result is wrong. No one is responsible for anything in particular here, but everyone kind of has an opinion on everything. This pain occurs almost automatically.
The aim of processes is clear, structured communication that enables safe and quick decisions.
The Founder becomes the bottleneck
Developing a company to this point is a great achievement. It requires strength, discipline and enormous expertise. There is always a dependency on "one" person's decision-making authority.
In this phase, management styles must change from grapevine communication to a decentralized structure. Clear responsibilities, freedom of choice and liability requirements form the basis for mutual trust.
OKR & Co.
If you no longer speak to every employee personally on a daily basis, the targeted communication of the strategy becomes all the more important. The OKR Framework offers an abstraction from business goals to concrete measures. The main focus is on the continuous communication and calibration of the strategy and the measures taken. It is completely irrelevant whether the individual teams use Scrum, Kanban or classic project management to coordinate their work.
Trust by Verification
Trust is good, control is better. That mantra is true, but it won't work that way in the new phase of scaling. Instead of active control, a culture is developed in which trustworthy decisions are made and opportunities for verification are embedded in the process.
How do we start
In discussions we develop a common understanding of the current situation and the set goals. Based on this, we develop an individual approach to steer growth into safe waters.
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