Organizational strategy and development are very important aspects of growth. Every day, CEO’s make decisions that impact the overall success of their organizations. This is especially true within small companies. In many cases, the CEO is also the founder of the company. In these cases, the CEO along with other members of the management team are heavily involved in the day to day process. The high level of involvement can make it difficult to think outside the box and be proactive.
A few years ago, a small entertainment company brought me in to take a look around. This company at the time had around 10 employees but they had grown quickly. The caliber and number of clients that they acquired was amazing. They were reaching a point where it was getting difficult to keep up with the work that they had especially with the list of perspective clients growing seemingly by the day.
After a few weeks observing, talking with the team, and understanding how things were being done as well as what has been tried in the past, I was able to begin making recommendations. My recommendations touched on areas such as communication, reporting relationships, role clarity, and workflows. I told the CEO it is not only about working more efficiently, but creating a more proactive environment.
In the beginning, I worked on cleaning up job descriptions, changed reporting relationships, and redirected workflows. As I dove deeper into may work, the CEO began to see the importance of having the proper structure. As a result, communication improved beyond the scope of my work. I originally planned for this to be a three-month project from beginning to end. One day, I thought to myself and asked the CEO if he had ever considered an internship program. He mentioned that it crossed his mind in the past but he never had the time to explore the idea. I told him it would be perfect for his company. I stayed on longer to establish relationships between his company and local universities and art schools while creating the structure for the internship.
As a result of the restructure, they were able to be more efficient with the client load that they had which made it possible to add more clients to their roster, it enabled the company as a whole to be more proactive, and it helped the CEO to take a step away from the day to day decisions and focus more on the overall strategy and direction of the company. The additional capacity also enabled the internship to be successful providing the students with great hands on learning experiences. Overall these changes led to a 30% increase in production.