The document provides an overview of the five stages of growth for a small business transitioning to a large company. It discusses 1) the stages of existence, survival, success, takeoff, and resource maturity, 2) added complexities for family-owned businesses, and 3) how the consulting firm Nimble can assist with organization structure, processes and systems, and key performance indicators. The presentation aims to help successful small businesses ensure continued growth.

1. SMALL TO BIG

2. PRESENTATION
AGENDA:
1. Stages of growth
2. Peculiarity of
family owned
business
3. How to ensure
growth
4. How can we
assist
WELCOME ALL YOU SUCESSFUL
PEOPLE

3. Five stages of growth.
STAGES OF GROWTH OF A
COMPANY

4. Stage 1 : Existence
•Main focus : obtain
customers and deliver its
product service
•Experiment with a
number of different
value propositions and
business models until it
finds a combination that
works and gains
acceptance by the market

5. Stage 1 : Keep Afloat
Management
style : Direct
supervision
Strategic Focus :
Survival
Process & System : Non
existent
Existence People Self, family &
friends
Measurement
– Subjective

6. Stage 2 : Survival
•Business is workable
•Tested value proposition
•Business model tested
• Satisfied customers
•Revenue & Expense
problem – Cash flow

7. Stage 2 : Optimise Cashflow
Management
style :
Supervised
supervision
Strategic Focus : Cash
flow
Process & System :
Limited to cash flow
planning
People
Owner=business
Survival Measurement
– Subjective

8. Stage 3 : Success
Two choices
•Grow & risk what has been
created
•Remain afloat and create
something new
The company can stay at this stage
indefinitely, providing
environmental change does not
destroy its market niche or
ineffective management reduces
its competitive abilities

9. Stage 3 : Option A or B
Management
style :
Functional
Supervision
Strategic Focus :
Growth or Afloat
Process & System :
Strategic plan, budget
and basic process
People Functional
manager in place
Success Measurement
– Subjective
except for
sales

10. Stage 4 : Takeoff
•Growth a combination of organic
and inorganic, might require
financing
•If the owner is successful, the
company can grow into a big
business
•If not, it is usually sold at a profit,
•The management team often
changes from the previous

11. Stage 4 : Big Boy
Management
style : Divisional
Strategic Focus :
Growth
Process & System :
Refined systems and
process
People Competency
driven
Success Measurement
- Objective,
KPIs

12. Stage 5 : Resource Maturity
•Streamlining and integrating
operations after the operational
inefficiencies caused due to rapid
growth
•Well defined process, integration
by using technology
•Owner and company now
completely separated—both
financially and operation

13. Stage 5 : Operational & Cost
Efficiencies
Management
style : Line &
Staff,
Strategic Focus :
Growth with
consolidation
Process & System
:Efficiency by
reengineering & IT
enabling
Resource People Competency
driven
Maturity Measurement
- Scorecards &
KPIs

14. Five Stages At A Glance
Functional Divisional
Direct Supervised Line & Staff
supervision Mangers
supervision supervision
Growth & Growth
Survival Cashflow Growth &
afloat
Consolidate
Non Limited -
Strategic & Refined
Existent cashflow IT enabling
Basic System
Self, Family Self, Family
Functional Competent
& Friends & Friends Competent
Only sales KPIs
Subjective Subjective Scorecards

15. Family, People, Process, & Money
ADDED COMPLEXITY IN THE REAL
WORLD

16. Role Of Family
• All family members may not
be owners
• All owners may not be Family Council
working in the business
• Business may have non Family
owners from the family.
Board of Shareholder
Directors Agreement
Business Ownership

17. Role Of Family
STAGE I STAGE II STAGE III STAGE IV STAGE V
Existence Survival Success Take Off Resource Maturity
Manpower Manpower Manpower Governance
Money (specially for
Guidance geographical
Guidance
growth)
Family involvement can hamper or
stagnate the growth. Stage 3 onwards
family should be involved in business
based on Merit.

18. As the owner grows its business, there is a clear trade-
off between the owner’s ability to execute and his
ability to delegate
Critical Success Factors – Owner’s Abilities
STAGE I STAGE II STAGE III STAGE IV STAGE V
Existence Survival Success Take Off Resource Maturity
High
Owner’s ability to execute
Owner’s ability to delegate
Low

19. Owners ability to delegate has a direct correlation with
the process and systems
Critical Success Factors – Owner’s Abilities
STAGE I STAGE II STAGE III STAGE IV STAGE V
Existence Survival Success Take Off Resource Maturity
High
Reporting
Critical Success Factors
tools
IT tools &
Process &
monitoring
systems
systems
Owner’s ability to delegate
Low
Organization
structuring

20. Owners ability to delegate has a direct correlation with
quality of manpower
Critical Success Factors – Owner’s Abilities
STAGE I STAGE II STAGE III STAGE IV STAGE V
Existence Survival Success Take Off Resource Maturity
High
Mangers with
larger
Critical Success Factors
experience
Functional
Managers
Non family
manpower
Owner’s ability to delegate
Low
Organization
structuring

21. Strategic planning becomes increasingly important as
the company becomes more complex with more
offerings, markets served, and scale
Critical Success Factors – Strategic Planning
STAGE I STAGE II STAGE III STAGE IV STAGE V
Existence Survival Success Take Off Resource Maturity
High
Critical Success Factors
Strategic Planning
Low

22. Nimble Systems
• Started in 2004
• Offices in India and Kenya
• Operational in India, Middle east, East & West
Africa.
• Has worked in over 18 countries
• Has executed more than 250 projects
• Focuses in facilitating organizational growth by
putting process and systems

23. How Does Nimble Assist In
Growth
Organization Process &
Strategy R&R & KPIs
structure Systems
Create detailed
roles and
Create
Create business responsibilities
Create the road structures for
process for the document with
map for the the organization
organization measurability
organization to ensuring the
with reports tools like KPIs
ensure asset strategy is
ensuring ease of and score card
utilization and fulfilled, taking
delegation for to ensure
growth into account the
the owner. measurability
culture & stage
and strategy
implementation

24. Nimble Involvement Through
The Five Stages
CEO
Mentoring Board Mentoring
Board Score Card
CEO Strategy Strategy
Mentoring Org Structure
Org Process & Systems
Org structuring Reengineering
Structuring Skill set mapping
Business Training Need Analysis
process & Appraisal System
systems

25. Contact Us To Know More About Our
Offering
pawan@nimble.in