Many of us have either been part of a “growth and scaling” project or have led such efforts. We all have some battle stories of what worked and what didn’t; yet we hardly ever hear about the preparation that goes into a successful “growth and scaling” project. In this series, I will address several of more important considerations and factors.
Scaling and growth both as principal as well as in practice are simply a function of evolution: a given organization reaches some specific benchmark that leads to a need to grow the business. Those benchmark can be as objective as following a road-map that specifies steps or as subjective as the executive team deciding it is time. Without exploring the details of the decision making, let’s look at one of the most fundamental factors: The Team.
Even without extensive business experience, logic simply dictates that growing or scaling a business can only be successful when the said business has the resources, i.e. human capital and financial means. To keep the discussion on point, I will forgo discussing the bootstrap version of this topic.
Human capital or the team that is going to be in the front line of those growth/scaling efforts needs to be able to execute the directives that are designed to stimulate and augment the overall growth path. In order to do so some basics, have to be in place:
• Quantity: the team size has to be realistically feasible in relations to the workload