WHY I wrote Outbound Air –

The organization re-sequences its methods and processes into coherent systems that bring efficiency, consistency and predictability into sharp focus. The chaos of Go-Go disappears and profitability emerges. The entrepreneur relaxes as cash flow improves. Sales volume increases as the market has higher confidence in the reliability of the product or service. The company offers a warranty program.

The roles defined in Go-Go grow up into departments where groups of people focused on the same function transform into teams. The system becomes more efficient as the focus turns inward, each step examined for time and motion, work hand-offs flow-charted for sequence, planning organizes resources, paring unnecessary elements. Every function goes through this transformation as the organization careens toward the next wall.

This internal focus builds the competence of internal teams, but the organization suffers the malady of the next level of friction. Those internally focused teams begin to compete for budget, resources and managerial attention. They stand next to each other and shout – “NO, look at me, pay attention to me.” One or two teams (departments) outperform, but the throughput of the organization grinds to a halt with the laggard teams setting the pace.

____________Prime – multiple systems/sub-systems create friction
_________Adolescence – internal focus on system creation
______Go-Go – define and document methods and processes
___Infancy – focus on sales, production, find a (any) customer

Many organizations get stuck and stay stuck. Some survive. Survival depends on a higher level of work.
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This model is adapted from a comparative study of two models, Corporate Lifecycles, Ichak Adizes and Requisite Organization, Dr. Elliott Jaques.