The Taming of the Screw
Earlier today I had coffee with a respected colleague. We both have unique perspectives so it’s always refreshing to meet for some engaging banter. As it often does, the conversation turned to the economy (old vs. new), the internet (web 2.0 vs. web 3.0), and how such dynamic parameters impact companies/organizations in pursuit of growth.
Here is a non-all inclusive summary of our conversation in no particular order:
- Now more than ever, the parameter settings (so to speak) that grew a successful company to Tier X, is quite often not the same settings to get to Tier X+1, Tier X+2 and beyond.
- Early growth is like pounding a nail. However, at some point that nail turns into a screw. The brute force of a hammer that drove the nail is all but useless for turning screws. Simply pounding harder is not the answer. In fact, it’s a false assumption that is distracting and counter productive. Pounding even harder qualifies as insane.
- By definition, change (e.g., growth) requires change. In addition, more is more and better is better. Simply repeating more of yesterday’s this-works is probably not the formula for a better tomorrow. Believing otherwise can be dangerous.
- While culture starts with HR, it’s management’s role to set direction, motivate, maximize productivity and reinforce that culture. Culture doesn’t just happen. If the culture is failing it’s not the fault of staff.
- While few, some things have not changed. As in sports, victory is shared by the team. However, the responsibility for coming up short belongs to management/leadership.
- While certainly not a panacea, tool selection (i.e., technology) can be the deciding factor between getting to Tier X+2 and Tier X+4.
- Bureaucracy is not absolute, it is relative. In other words, what’s counter-productive for a Tier X company can be best practices and M&Ps for a company a tier or two up. The challenge is making the transition from controlled chaos to focused, efficient and low noise.
- Act like the company you want to be, not the company you used to be. In today’s environment, yesterday as an anchor is no longer a positive.
- As organizations grow what is required to sustain that growth evolves. For example, entrepreneurial leadership is often replaced with a more seasoned approach. Darwinism dictates that organisms that don’t evolve die.
- If growth were simply a matter of scaling up sales then there would be a glut of multi-million dollar companies. The difficulty of scaling marketing/sales aside, there’s more to sustainable growth than more sales. Higher volume increases noise. Therefore, noise reduction is also critical.
The bottom line…we both agreed that in spite of the macro-economic gloom and doom there continues to be opportunities for growth minded organizations willing to evolve.