Organizations must always continue to be entrepreneurial in the sense of seeking new opportunities and innovating, both in terms of new products and processes. At some stage of growth, entrepreneurship is not sufficient and the nature of the organization must change, together with the people who run it.  The company struggles with growing pains which indicate it must develop new systems and processes, as well as structure to support an expanded size and continued growth.


The solution is to develop a single operating system.  A business model needs to be developed that provides the skills, tools, and a holistic self-sustaining system that addresses the key aspects of a growing business.  A number of publications have been written on the subject and models to address the stalling of the business as it attempts to grow further.


An assessment of the leadership is critical.  Is the necessary level of talent available and the systems in place to grow beyond the point of stall?  Are they coachable?

Early assessment of the organization’s core values / beliefs (who), core focus (what), purpose (why or where), all before determining the (how) to get there.  These are the basic building blocks to get the leadership team aligned before obtaining commitment to grow to the next level and to being held accountable for the actions to achieve the next level.

Getting to the next level

Determining and aligning the leadership talent or human resources is only one aspect of the resource management.  Does the organization have the financial, physical, and technological resources to grow to the next level?  Assuming or developing a healthy team environment over time will allow the organization to perform the hard work of getting to the details of the “how” or execution of the plan to realize strategy or vision of further growth beyond the stall.

Make no mistake.  It is hard work.  It takes time and skilled facilitation to realize the single operating system model for growth to the next level