In my last article I wrote about the trap of over-engineering your organisation as it grows, in the mistaken assumption that people and systems designed for third generation (3G) organisations will automatically be right for your larger 2G organisation. Equally however, some business leaders fall into the trap of under-engineering their organisations. Very often these are business leaders who worked for many years for 3G organisations, then left to start… read more →
Do you have a tendency to fall back on professional skills – whether that’s data collection, analysis, re-engineering – to manage your growing organisation? Kate Mercer explains that instead you’ll need a whole new range of more ambiguous and flexible skills to manage attitudes, values and beliefs, and to engage and motivate staff. I wrote recently about the addiction to over-engineering that can come over the most sensible of SME… read more →
CEOs can cling to the myth, particularly in professional service firms, that they can continue to focus on their specialist work and a full client load. Someone needs to manage the place, so how do you make your organisation work when you’ve reached that critical point in its development? Kate Mercer explains. Are you an accountant, a lawyer, an architect or a property specialist? Have you grown your personal service… read more →