Organizational Development

The Way Top Organizations Prepare for Success and Growth

Small businesses organize themselves. The number of staff members is small and all the moving parts of the business are visible to everyone.  Coordination of activities is casual and almost automatic so there is little need for meetings or structure of any kind.    

As organizations grow and become more complex, the seat-of-the-pants management management style that worked with a smaller crew doesn’t cut it anymore. Tasks become more varied, teams begin to function more independently and have less contact with one another. This makes it more challenging for these teams to coordinate what they do with other teams, and to stay connected to the organization’s overall purpose and operational goals.

In this scenario, people are busy and operations continue, but too often the process is chaotic and reactionary rather than coordinated and proactive. Teams may know what the major areas of responsibility are, but not be clear on who is accountable for them. Companies at this stage of growth need a way to work together that allows transparent accountability and more opportunities for coordination and proactive thinking about the work that needs doing.

A habit of regular meetings along with the usual impromptu stand-up meetings can help teams stay connected with a company’s goals and mission. A routine that involves regular meetings focused on the key parts of the business can

  • Clarify accountability for the completion of essential tasks
  • Allow time for teams to coordinate activities with other teams
  • Provide a time for collaborative problem-solving
  • Promote commitment to broader organizational goals
  • Allow a sense of community and shared mission to develop

A List of Major Organizational Functions. An effective organizational structure also requires the CEO or Board of Directors to make a list of the areas of responsibility that must be regularly addressed for the organization to survive, thrive, and grow.  A typical list of foundational responsibilities will include Board of Directors meetings, job descriptions and contracts, financial reporting and management, marketing initiatives, product research, critical information systems, tax compliance, workplace safety, and talent or career development.

Adjusting to the Additional Structure. Taking time to attend to these functions feels burdensome to entrepreneurs who are used to leading through impromptu meetings. It’s not an easy transition for them or their teams to make. But without some way to organize all the balls that are in the air, important issues will fall through the cracks and opportunities for success and growth will be missed.

Begin by Seeking Ideas and Promoting Buy-in from Everybody. In the work we’ve done helping organizations develop this kind of structure, we’ve found great value in beginning the process with a group meeting that brings together the interests of the Board of directors, professional management, and the key department heads within the organization. Without the input and buy-in of all these groups at the beginning of the project, any effort to design an effective operating structure will feel imposed rather than jointly created. This initial meeting also provides an opportunity for everyone to state their objections and complaints and creates an atmosphere that clears the air and allows the group to become engaged with the project.