by Kate Mercer | Oct 24, 2017 | Organisation Culture
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...
by Kate Mercer | Oct 12, 2017 | Leadership
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...
by Kate Mercer | Oct 5, 2017 | Leadership
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...
by Kate Mercer | Aug 24, 2017 | Leadership
The vast majority of companies fall in the middle between a start-up and a fully mature organisation, and need different management and leadership from either of the other two. When I started my last ‘proper’ job in the early 1980s I quickly registered on all the...
by Kate Mercer | Aug 11, 2017 | Leadership, Organisation Culture
Do you feel that the organisation is ‘yours’ and running it is all down to you? Are you increasingly resenting the fact? Here’s how to turn it around so you can relinquish control, successfully. This is a very common assumption among entrepreneurs who have...
