Some entrepreneurs measure their success by how BIG they can grow their organization.
Of course, the brand new business has all of the excitement of being new and innovative and different from all of the others.
We launched this business because we identified a gap in our industry . . . a population of potential customers who are underserved (or not served at all), and or folks who can be served better.
Maybe we’re seizing an opportunity to “up the game” for all of our customers and prospects.
Do business with us, and you’ll receive an elite experience.
As the business grows, I have observed 3 paths.
- Once it gets to solid profitability with a reasonable (growing) share of the market, the business gets noticed by larger competitors and conglomerates who want to either buy their brand out of the market or to add them to their collage of complimentary companies in an effort to bring all services “under one roof.” Big fish eat little fish.
- The owner chooses to grow the business long term as big as it can get. The goals become “Highest volume of sales” or “highest number of sales people” or “highest revenue” in their neighborhood – then city – then state – then region – then country – then continent – then hemisphere – and finally global. How big can we get this thing?
- The owner chooses to focus on serving (through training and support) their employees such that “Quality of life for all” becomes the benchmark for success. These companies understand that their happy and settled employees serve customers at WAY higher levels than their competitors resulting in higher productivity for all. All boats rise with the tide.
Through the years, I have been fascinated about the evolution of organizations and how their choice of growth path defines their corporate “common sense.”
It seems that the larger they get, the less common sense they exercise.
Perhaps it’s exceeding span of control.
Right hand not knowing what the left hand is doing.
Inadequate (or absent) oversight.
Vulnerability to being taken advantage of by vendors.
Maybe this originates by the seemingly unlimited access to MONEY . . . “We have LOTS of MONEY and EVERYONE knows it, so this becomes a money grab game.
Even what would seem to be easy initiatives turn into unnecessarily HUGE and EXPENSIVE endeavors.
2 current situations come to mind. In both cases, I believe the initial ideas were valid and important.
The first is Nashville Transit – https://www.transitfornashville.com
What could have been a relatively easy thing to pull off because it is a completely necessary component for the continued growth and well-being of our city has become a quagmire of epic proportions. Myriad consultants and focus groups and meetings meetings meetings and proposals and budget imagination . . . So much money going into a plan that isn’t really a plan . . . it’s at best a rough sketch of plan that, as it’s proposed, would most definitely not solve the problem because it doesn’t cross county lines. The primary goals are twofold – Less cars coming into and out of the city every day . . . and bringing much needed labor force into and out of the city from the outlying areas (where they have all moved because cost of living in the city is too high for them to afford). The powers that be have made this project bigger than it needs to be and (IMHO) have therefore likely doomed it to fail in the referendum vote May 1.
Too big – Too complicated – Too expensive
The 2nd is the National Association of REALTORS New Brand roll-out this week
Same progression of events – SO many meetings and focus groups and consultants at such HUGE expense (Over $250,000)
They are under direct fire from SO many of their members for “squandering all of those resources and money for THIS?”