WHY DOES THE PROMOTER TRANSFERS THE MANAGEMENT INTO THE HANDS OF PROFESSIONALS ONCE THE ORGANIZATION GROWS TO A LARGE SIZE
WHAT IS THE OBJECTIVE OF THE PROMOTER FOR HIRING PROFESSIONALS TO RUN THE COMPANY AND HANDOVER THE MANAGEMENT TO RUN THE DAY TO DAY AFFAIRS
For running
any organization and growing it over a period of time we need customers, finance,
business ideas and management time and different types of skill sets.
For any
human being it is practically not possible to have all skill sets and the time
to deploy those skill sets continuously with the same intensity and in fact
more effectiveness as the time passes and the business that he started grows
with time.
So what
alternative he has if he has a drive to make his business still keep on growing
during his life time and even for generations after that?
The only way to create a perpetually
existing and BUILT TO LAST company to create a strong Business Code of Conduct
, A Vision for the company and find a professional management who not only has
the ability to run and the grow the company in the best possible manner but
also find their successors who would continue to do that.
Some of the
examples of such companies are Disney, 3M, Johnson & Johnson, Wal Mart,
Procter & Gamble, Gillette, Abbott etc.
All these
companies started small and the dreams of the promoters to see their company
live many more centuries than themselves made them passing the management to
professionals with a strict guiding principle.
If we look at the evolution of the
business from the start to fully grown stage, we can divide it into five
stages.
Stage I: Existence
In this
stage the main problems of the business are obtaining customers and delivering the product or service contracted
for. Among the key questions are
the following:
a) Can we get enough customers, deliver
our products, and provide services well enough to become a viable business?
b) Can we expand from that one key
customer or pilot production process to a much broader sales base?
c) Do we have enough money to cover the
considerable cash demands of this start-up phase?
The
organization is a simple one—
I.
The
owner does everything and directly supervises subordinates, who should be of at
least average competence. Systems and formal planning are minimal to
nonexistent.
II.
The
company’s strategy is simply to remain alive.
III.
The
owner is the business, performs all the important tasks.
IV.
He
is the major supplier of energy, direction, and, with relatives and friends,
capital.
Companies in
the Existence Stage range from newly started restaurants and retail stores to
high-technology manufacturers that have yet to stabilize either production or
product quality. Many such companies never gain sufficient customer acceptance
or product capability to become viable. In these cases, the owners close the
business when the start-up capital runs out and, if they’re lucky, sell the business
for its asset value. In some cases, the owners cannot accept the demands the
business places in their time, finances, and energy, and they quit. Those
companies that remain in business become Stage II enterprises.
Stage II: Survival
In reaching this
stage, the business has demonstrated that it is a workable business entity. It has
enough customers and satisfies them sufficiently with its products or services
to keep them. The key problem thus
shifts from mere existence to the relationship between revenues and expenses.
The main issues are as follows:
a) In the short run, can we generate
enough cash to break even?
b) Can we cover the repair or
replacement of our capital assets as they wear out?
c) Can we, at a minimum, generate enough
cash flow to stay in business and to finance growth to a size that is
sufficiently large, given our industry and market niche, to earn an economic
return on our assets and labor?
The
organization is still simple.
I.The
company may have a limited number of employees supervised by a sales manager or
a general foreman.
II.Neither
of them makes major decisions independently, but instead carries out the rather
well-defined orders of the owner.
III.Systems
development is minimal.
IV.Formal
planning is, at best, cash forecasting.
V.The
major goal is still survival, and the owner is still synonymous with the
business.
In the
Survival Stage, the enterprise may grow in size and profitability and move on
to Stage III.
Or it may,
as many companies do, remain at the Survival Stage for some time, earning
marginal returns on invested time and capital, and eventually go out of
business when the owner gives up or retires. The “mom and pop” stores are in
this category, as are manufacturing businesses that cannot get their product or
process sold as planned. Some of these marginal businesses have developed
enough economic viability to ultimately be sold, usually at a slight loss. Or
they may fail completely and drop from sight.
Stage III: Success
The decision
facing owners at this stage is whether to exploit the company’s accomplishments
and expand or keep the company stable and profitable, providing a base for
alternative owner activities. Thus, a key
issue is whether to use the company as a platform for growth—a sub stage III-G
company—or as a means of support for the owners as they completely or partially
disengage from the company—making it a sub stage III-D company. Behind the
disengagement might be a wish to start up new enterprises, run for political
office, or simply to pursue hobbies and other outside interests while
maintaining the business more or less in the status quo.
Sub stage
III-D. In the Success-Disengagement sub stage,
I.The company has attained true economic health, has sufficient size and product market penetration to ensure economic success, and earns average or above-average profits.
II.The company can stay at this stage indefinitely; provided environmental change does not destroy its market niche or ineffective management reduce its competitive abilities.
III.Organizationally, the company has grown large enough to, in many cases; require functional managers to take over certain duties performed by the owner.
IV.The managers should be competent but need not be of the highest caliber, since their upward potential is limited by the corporate goals.
V.Cash is plentiful and the main concern is to avoid a cash drain in prosperous periods to the detriment of the company’s ability to withstand the inevitable rough times.
VI.In addition, the first professional staff members come on board, usually a controller in the office and perhaps a production scheduler in the plant. Basic financial, marketing, and production systems are in place. Planning in the form of operational budgets supports functional delegation. The owner and, to a lesser extent, the company’s managers, should be monitoring a strategy to, essentially, maintain the status quo.
VII.As the business matures, it and the owner increasingly move apart, to some extent because of the owner’s activities elsewhere and to some extent because of the presence of other managers. Many companies continue for long periods in the Success-Disengagement sub stage. The product-market niche of some does not permit growth; this is the case for many service businesses in small or medium-sized, slowly growing communities and for franchise holders with limited territories.
VIII.Other owners actually choose this route; if the company can continue to adapt to environmental changes, it can continue as is, be sold or merged at a profit, or subsequently be stimulated into growth. For franchise holders, this last option would necessitate the purchase of other franchises.
Sub stage
III-G. In the Success-Growth sub stage,
I.The
owner consolidates the company and marshals resources for growth. The owner
takes the cash and the established borrowing power of the company and risks it
all in financing growth.
II.The
second important task is to keep it profitable which requires hiring managers
with an eye to the company’s future rather than its current condition.
III.Systems
should also be installed with attention to forthcoming needs.
IV.Operational
planning is, as in sub stage III-D, in the form of budgets, but strategic
planning is extensive and deeply involves the owner.
V.The
owner is thus far more active in all phases of the company’s affairs than in
the disengagement aspect of this phase.
If it is
successful, the III-G company proceeds into Stage IV. Indeed, III-G is often
the first attempt at growing before commitment to a growth strategy. If the
III-G company is unsuccessful, the causes may be detected in time for the
company to shift to III-D. If not, retrenchment to the Survival Stage may be
possible prior to bankruptcy or a distress sale.
- Stage IV: Take off
In this
stage the key problems are how to grow rapidly and how to finance that growth.
The most important questions, then, are in the following areas:
a)Can the owner delegate responsibility
to others to improve the managerial effectiveness of a fast growing and
increasingly complex enterprise?
b)Further, will the action be true
delegation with controls on performance and a willingness to see mistakes made,
or will it be abdication, as is so often the case?
c)Will there be enough to satisfy the
great demands growth brings (often requiring a willingness on the owner’s part
to tolerate a high debt-equity ratio) and a cash flow that is not eroded by
inadequate expense controls or ill-advised investments brought about by owner
impatience?
d)The organization is decentralized
and, at least in part, divisional zed—usually in either sales or production.
The key managers must be very competent to handle a growing and complex
business environment.
e)The systems, strained by growth, are
becoming more refined and extensive.
f)Both
operational and strategic planning is being done and involves specific
managers.
g)The owner and the business have
become reasonably separate, yet the company is still dominated by both the
owner’s presence and stock control.
This is a
pivotal period in a company’s life and following things may happen
I.If
the owner rises to the challenges of a growing company, both financially and
managerially, it can become a big business.
II.If
not, it can usually be sold—at a profit—provided the owner recognizes his or
her limitations soon enough.
III.Too
often, those who bring the business to the Success Stage are unsuccessful in
Stage IV, either because they try to grow too fast and run out of cash (the
owner falls victim to the omnipotence syndrome), or are unable to delegate
effectively enough to make the company work (the omniscience syndrome).
IV.It
is, of course, possible for the company to traverse this high-growth stage
without the original management.
V.Often
the entrepreneur who founded the company and brought it to the Success Stage is
replaced either voluntarily or involuntarily by the company’s investors or
creditors.
VI.If
the company fails to make the big time, it may be able to retrench and continue
as a successful and substantial company at a state of equilibrium.
Stage V: Resource Maturity
The greatest
concerns of a company entering this stage are, first, to consolidate and
control the financial gains brought on by rapid growth and, second, to retain
the advantages of small size, including flexibility of response and the
entrepreneurial spirit. The corporation must expand the management force fast
enough to eliminate the inefficiencies that growth can produce and
professionalize the company by use of such tools as budgets, strategic
planning, management by objectives, and standard cost systems—and do this
without stifling its entrepreneurial qualities.
A company in
Stage V has the staff and financial resources to engage in detailed operational
and strategic planning.
I.The
management is decentralized, adequately staffed, and experienced.
II.And
systems are extensive and well developed.
III.The
owner and the business are quite separate, both financially and operationally.
IV.The
company has now arrived.
V.It
has the advantages of size, financial resources, and managerial talent.
VI.If
it can preserve its entrepreneurial spirit, it will be a formidable force in
the market.
VII.Growth
environmental change first.
Key
Management Factors
Several
factors, which change in importance as the business grows and develops, are
prominent in determining ultimate success or failure.
1. Financial
resources, including cash and borrowing power.
2. Personnel
resources, relating to numbers, depth, and quality of people, particularly at
the management and staff levels.
3. Systems
resources, in terms of the degree of sophistication of both information and
planning and control systems.
4. Business
resources, including customer relations, market share, supplier relations,
manufacturing and distribution processes, technology and reputation, all of
which give the company a position in its industry and market.
The four
factors that relate to the owner are as follows:
1. Owner’s
goals for himself or herself and for the business.
2. Owner’s
operational abilities in doing important jobs such as marketing, inventing,
producing, and managing distribution.
3. Owner’s
managerial ability and willingness to delegate responsibility and to manage the
activities of others.
4. Owner’s
strategic abilities for looking beyond the present and matching the strengths
and weaknesses of the company with his or her goals.
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