Managing Your Business Transitions Without Pain
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This is a presentation that I gave at a recent Institute of Directors event in Edinburgh focusing on 'Preparing Your Business For Growth and managing Through Contraction'
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Managing Your Business Transitions Without Pain
- 1. Managing Transitions Without Pain Preparing your organisation for growth and managing through contraction www.ipso-facto.biz
- 2. Overview • How expanding businesses can avoid the common pitfalls that lead to organisational “growing pains” • How to preserve the critical factors that will drive business growth again, after a business has gone through a contraction. www.ipso-facto.biz
- 3. Hello Ipso Facto -HR services -Consultancy -Outsourcing -Interim HRM -Executive coaching -Clients ranging from recent startups to dynamic small and medium sized enterprises. Me -Background in Socio-psychology -MBA -Fellow of Strathclyde Business School -15 years working with fast growth businesses www.ipso-facto.biz
- 5. Purpose of the survey • Survey of 45 early/mid stage technology companies • Gathering their views and experiences of pain associated with business growth resultant from people issues www.ipso-facto.biz
- 6. Have you experienced any growing pains as a result of business growth? How many employees did your organisation have when you first felt some growing pains? No 27% % Less than 20 53% 21 – 49 20% 10% 100 + 73% Company size 50 – 100 Yes 17% 73% of the respondents felt that there organisation was feeling some growing pain when they had less than 50 employees. www.ipso-facto.biz
- 11. Growth 25 25 - 60 www.ipso-facto.biz 60 - 100 People
- 12. w you are at an inflexion poin Rate of Outcomes Time to Frustration execute Confusion Human Investment Ideas Number of Energy Employees
- 16. DOs - Leadership Create the next generation of leaders Create the next generation of leaders Clarify ownership and accountability Clarify ownership and accountability Empower them, develop them, let go Empower them, develop them, let go Set standards, be seen to reward Set standards, be seen to reward accordingly accordingly www.ipso-facto.biz
- 19. Competitors Users Technologies Problems Customers Great people to hire www.ipso-facto.biz
- 20. Competitors Technologies Users Problems Customers Great people to hire www.ipso-facto.biz
- 21. DOs – Strategic Emphasis Aspiration is not the same thing as Strategy! Aspiration is not the same thing as Strategy! Force strategy development to the front line Force strategy development to the front line of the organisation of the organisation Develop HR as a strategic driving force, not Develop HR as a strategic driving force, not as an administrative function as an administrative function www.ipso-facto.biz
- 22. DOs - Focus Focus on smaller number of priorities and Focus on smaller number of priorities and do them well do them well Be completer-finishers. Outcomes trump Be completer-finishers. Outcomes trump Activity Activity www.ipso-facto.biz
- 23. DOs – Senior Leadership Grow with a company or the company Grow with a company or the company grows without you grows without you Be prepared to specialise Be prepared to specialise Recognise your own limitations Recognise your own limitations Work hard to listen to the front line of the Work hard to listen to the front line of the organisation. Be seen to follow-up organisation. Be seen to follow-up www.ipso-facto.biz
- 24. DOs – Organisational Scalability “What would my company structure look like “What would my company structure look like ififI Iwas designing itittoday from scratch?” was designing today from scratch?” Put consistent career paths and structures Put consistent career paths and structures in place now in place now Understand the difference between Strong Understand the difference between Strong Culture and Obsolete Culture Culture and Obsolete Culture Identify the gap between what the company Identify the gap between what the company is and what we wish ititwas culturally is and what we wish was culturally www.ipso-facto.biz
- 25. Motivation hat motivates your employees? Shouldn’t you find out before they run away?
- 26. Promoting based on time-served instead of Promoting based on time-served instead of competency competency Rapid hiring without putting in place the Rapid hiring without putting in place the supporting structures to enable growth supporting structures to enable growth Believing: Good technically = Good at Believing: Good technically = Good at everything else everything else Confusing HR administration with HR Confusing HR administration with HR strategy, and hiring accordingly strategy, and hiring accordingly Incrementing on the organisational structure Incrementing on the organisational structure Underdeveloped Communications Underdeveloped Communications www.ipso-facto.biz
- 28. Managing Contraction • Leadership • Focus • Organisation and Culture • Communication • Strategy www.ipso-facto.biz
- 29. Effect of restructuring • Feeling of insecurity • Employee workloads and stress levels may increase • Lost of motivation • Feeling of resentment may develop • Failure to properly restructuring a business, it is often due to poor people management and poor HRM practices
- 31. What are the three most important factors to help to avoid these pains? www.ipso-facto.biz
- 32. What are the three most important factors to help to avoid these pains? www.ipso-facto.biz
- 33. Have you resolved your growing pains since you identified them emerging? YES NO 46% 54% www.ipso-facto.biz
- 34. Design your HR as a Strategic Enabler Resourcing Performance Organisation Human Resources Development Reward Culture Remit: Ensure that the business has the resilience and capability to deliver the business strategy. www.ipso-facto.biz
- 36. Thank You More study cases and information available at: www.ipso-facto.biz Gaelle@ipso-facto.biz www.ipso-facto.biz
Editor's Notes
- Einstein - Law of Conservation of Energy
- Cisco example – focus on 5 things – re-alignment + reward if these 5 things happen Communicate more than ever Empathise and demonstrate your personal grief. Allow time before moving on Define a credible survival message and embed it Set the vision for after the contraction
- Open Questions – Most HR
- If you are big enough in-source if not outsource/ partner with a HR company that will follow you through the growth.