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Formulate policies and processes |
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Communicate those policies and processes to the
organization |
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Provide a mechanism for adaptability (like amendments
to a constitution) |
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Integrate the processes with the culture. |
We work collaboratively with you to establish the framework
within which to formulate policies. Once your framework is
in place, it becomes much simpler to articulate and define
policies and processes.
Implementation includes corporate wide roll out and
communication, as well as integration with the corporate culture.
Employees often see the
imposition of policies and processes as some sort of evil.
Actually it is some sort of change in the way things are
done. Communicating the new policies and
procedures might include a breakfast seminar series on Growth
and Change for individual contributors.
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Processes for Growth by
Acquisition
Growing organizations often use a strategy of "growth by
acquisition." The successful firms have a defined and
repeatable process for managing their acquisitions.
The process needs to address these questions:
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How do we integrate the acquired firm
into our own? |
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How do we communicate our culture to the acquired firm? |
Acquiring an innovative firm presents its own challenges.
First consider whether the value of the acquisition lies in the people
or the processes of the acquired firm. If the value
derives from its processes, then it is probably a mistake to
integrate that firm into your own processes; rather, let their
business continue as a stand alone operation. If the value
of the acquisition derives from the people, typically innovative
engineers, then it is appropriate to carefully bring them into
your culture and processes, recognizing that the acquisition might
be a difficult change for them. |
