Medium sized corporations – how do they fit in today’s global economy? Is larger better?
At what point due inefficiencies begin to make their way into growing companies? Growth creates pressure points on a companies ability to operate at the most efficient level. There needs to be a balanced approach to growth. Grow your company too slowly and you’ll get gobbled up by the big guys; grow it too quickly and you’ll get gobbled up by yourself.
Relatively new medium sized corporations are distinct legal entities, with the same entitlements as you or I formed by people who had the drive, and leadership to travel along uncharted territory. Growing corporations have the power to be as sucessful as the next. A brand can only be as powerful as the people who grow it. Officers sometimes fail to take a stand back and evaluate.
How can this be accomplished? – Evaluate using the question , Why?
To really evaluate analysis must go deep, getting at the very core of the corporations existence. Analysis need not take a lot of time, just a great deal of effort. One need only analyze the answers to the following questions in order to do an evaluation:
1. How is the corporation surviving
2. How is it thriving
3. How is it diving
Some of my best friends are Who, What, Where, When, and Why. Bureaucracy is inevitable – its something that will always exist in large corporations. It’s how large corporations survive. An enterprising organization takes a balanced approach to figuring itself out.
A corporation needs a self identity regardless of how big or small – and it is usually when a corporation whose performance has been lack lustre in the past few year which eventually precipitates a loss of self identity. A loss of corporate self identity can also lead to lack lustre financial performance. It is my understanding that small to medium sized corporations have the best understanding of their companies self identity, its strategic thrust, its reason for existence. In medium sized corporations fewer people have the ability to instill greater change (when compared to larger organizations with greater amounts of people). This is not to say that these larger organizations should respond by divesting themselves of their employees and associated intellectual capital, but rather create new enterprises where these people will have a greater opportunity to succeed, thrive, grow revenues and profits.
Balance. Innovate. Take risks which require little mitigation, yet reap in-proportionately large rewards. Do the hard things.