WHY I wrote Outbound Air –
As the organization grows, the chaos of Go-Go is killing the organization. The company has clearly defined its methods and processes, but the sequence is not necessarily efficient. Mom and Pop, who started the organization, long for the days when they could just do everything themselves. This motley crew of people (the team) is going through the motions, doing what they have now been trained to do.
For the most part, the product or service makes it to the customer, and for the most part, the customer is happy. But as sales volume grows, the chaos of Go-Go creates enough substandard output that people begin to notice. Deadlines are missed, defects become visible. The organization reacts by creating a customer service department, to apologize and smile.
But smile training doesn’t cut it. The company is now in pursuit of some sort of consistency, so that every product consistently meets its specification, so that every service meets the standard, every time. The strategic focus turns to a system focus.
____________Adolescence – system focus
________Go-Go – define and document methods and processes
____Infancy – focus on sales, production, find a (any) customer
The methods and processes are examined for sequence and priority to create a system that is efficient, predictable and most of all profitable. The bank wants that line of credit paid off.
Homage to Ichak Adizes, Corporate Lifecycles, 1988.