When looking at your organization and planning growth, you might be initially focused on your commercial team, which is a logical first step.
However, it is important at this stage to step back and consider the company as a whole. One reason is that silos are slowing down your growth, the other one is that serious growth affects all departments.
A good question to ask yourself is: what if sales double or triple next year? Forget those 22.3% for a while. It will help. Rethinking smartly about your setup in case of hypergrowth will usually help you think out of the box, see those efficiency gains which will allow you to increase your margins and your customer satisfaction. We call this “einfach schneller”.
Where will your first bottleneck be? And the second? Production? Cash? With the right approach, the company can grow a lot without adding overheads or inventory, on the back of operational improvements and a thorough change in mentalities.
Another vital function if you are going for massive growth is your finance team. Helping secure operational gearing, and anticipating cash constraints or VAT exposures when going international are just some aspects of what a great CFO can do here. This requires strong talent, and our experience with private equity is that you should never cut corners in finance if you are planning serious growth.
And the most important person to watch is you, but you already knew this.
The winners of a sailing regatta are not necessarily the best individual athletes, but they are clearly the best team players.
Their ability to rely on each other and to do exactly the right thing at the right moment during weeks of regattas, even in adverse weather conditions, determines victory.
These teams know exactly why they win time and time again, and they continue to sail together.
Scalable growth is made possible by this type of organisation.