Strategic Growth is not merely growing the revenues of a company, but rather setting up the company for growth in multiple areas of the company. This requires creating an organization that has sustainable growth. To do so requires an infrastructure of capabilities with technological or creative advantage, manufacturing or resource capacity/efficiency to support the planned growth, and the development of human capital resources both internally and externally to fill future requirements. It also requires addressing natural attrition within an organization by having succession planning in place. Further, it is also creating, developing and nurturing an organizational culture that will support and thrive on growth and can adjust to change and transition. A culture that has shared values and collective beliefs that the growth of the organization serves the overall mission of the company/ division, etc. but also serves them as individuals within this culture and environment.
Most companies want to grow and develop unless they are relatively mature; closely held and find themselves as more of a “life style” business where the annual returns are sustainable, the risks are nominal and the overall internal development is relatively minimal.
Ultimately what this comes down to is what are the overall goals of the organization? Are they to increase market value and be positioned for acquisition, or rather as Mr. Minailo calls it “fattening the mouse or ‘delicious treat’ for the cat”. In other respects, is it related to being a self-sustaining organization where its growth can come either or both organically or through its own acquisition of others. In time to be fattening itself the mouse to the extent that it can then take on and overcome the “cat”. In either goal scenario, there is a strategic element that works through all the businesses, sectors, and functions of the organization. Mr. Minailo works to tie everything together towards making growth a reality and to grow at a rate that is supportable both under current conditions but also the planned future internal and financial resources of the business.
Mr. Minailo in his recent capacity as CEO of three mid-market organizations, and in global executive sales, marketing and business development roles for Fortune 500 and 200 corporations and now in his consultancy practices, has demonstrated the ability, insight and methodologies for analyzing a company, and then systematically developing successful implementable programs for sustainable growth. “Strategic Growth” as a service is a compilation of his experiences and successes with building tier one, class A organizations. Having worked with and consulted for companies in sectors from highly sophisticated medical devices and therapies, national and global product distribution, managing large multi-million dollar DOD based businesses, to developing and implementing nationwide disease state management programs for hospital systems, Mr. Minailo has created a foundation of knowledge that is transferable to your business entity, no matter the size, structure or current state of success.
Each company or organization is different. It carries a different or unique set of goals, characteristics, culture and behaviors. To be of assistance to any organization, developing an understanding of key components within a company are crucial. It is one thing to be asked or help define the strategy, goals, mission statement for a company, but it is another thing completely in assisting and creating a pathway for the company itself and for its key players doing so collectively. I believe in asking the questions that are necessary to position a company for Strategic and Sustainable Growth. In every respect, this is a partnership going forward.
In closely held or founder led companies, my role is to work with the key leaders to look at their organization, the organization that they have created, sweated over, nurtured and watched grow and in a sense, their “child”. How does it walk, talk, dress, react to certain scenarios and challenges, and how is that organization establishing habits and behaviors that will help that entity be successful? In Founder Led and closely held corporations this is often a challenge. There is an internal belief that while change will bring about the growth and value necessary to reach targeted financial goals, the prospect and actuality of change is most often extremely difficult. My goal is then to not only coach key players in the organization, but to also help provide organizational support and direction as required and where necessary “hands-on” involvement.
In larger organizations whether matrix driven or more autonomous in their structure, my role is to understand the areas that are working well for the organization and to pinpoint areas that are potential blockages to growth. It requires asking tough questions about current status, challenges the company has or is facing and how it has dealt with or is dealing with them. I work with the executive leaders and Board of Directors (as necessary) to get an overall sense of the company from the “top”. I work with multiple entities within the organization to develop a true understanding of the company. What are the company’s strengths, its areas that need to be addressed, its success in developing a common vision for the company and its people and in doing so, sustaining it? In all, I work with multiple entities within the organization towards creating Strategic Growth. I work with the key leaders and designated team members to develop a road map for growth. Along this path, I work to develop tools and programmatic products that are mutually defined for the on-going check in and monitoring of moving forward. We develop and work on Key Success Factors as defined by the direction we are focused on. I work to help develop a meaningful “dashboard” of how the company is performing based on key criteria towards success and then not only monitoring the results but helping to make and suggest “course corrections” in order to achieve the performance objectives.
Once we have established a beginning point and have at least assimilated a picture of where the overall growth vision of the company is, I work with each entity and functional area of the company to help form a picture and ultimately a combined map of “next steps”. I work with you as a partner towards your success. In each phase, I provide you with feedback, information to make collective decisions on that can be concrete and data based in addition to providing you the company with implementable action plans to do so.
Companies can elect whether they just require Appleton Greene for advice and support with the Bronze Client Service, for research and performance analysis with the Silver Client Service, for facilitating departmental workshops with the Gold Client Service, or for complete process planning, development, implementation, management and review, with the Platinum Client Service. Ultimately, there is a service to suit every situation and every budget and clients can elect to either upgrade or downgrade from one service to another as and when required, providing complete flexibility in order to ensure that the right level of support is available over a sustainable period of time, enabling the organization to compensate for any prescriptive or emergent changes relating to: Customer Service; E-business; Finance; Globalization; Human Resources; Information Technology; Legal; Management; Marketing; or Production.
My mission is to help create overall dynamic growth for an organization. Growth can be defined in terms of dollars and market value, organizational behavior and culture development, and practice improvement to being aligned with Key Success Factors and Critical Dashboard metrics. It is also an overall movement of the organization towards working through the day to day “morass” of business and empowering itself to taking the necessary steps to grow and be “great” as it defines being great.
Developing concrete metrics and success factors are only as good as creating a culture of action and belief that recognizes the benefit of these tools and works towards overachieving and corrected course when needed to do so. It is said too often, but the reality is that most companies and their leaders spend entirely too much time working “in” the company, rather than “on” the company. My mission is to help aid in focusing on the latter. Initially helping to ensure that the day to day operational structure and actions of the organization is strong enough to move forward without constant day to day oversight. Implementing tools to manage the day to day business, so that efforts and energy can be put into the “bigger picture”.
My role and mission is to be a catalyst for growth of an organization. To stand outside of the internal workings of the organization while at the same time learning and understanding what those internal dynamics are to help effect change where necessary. To help define paths to not only growth, but “Strategic Growth”. Ensuring that all facets of the organization are working in synchrony towards growth. Building an organization that values and thrives on growth by implementing checks and balances to support the growth, plan for future requirements and address weaknesses as they present themselves. All with working with the key leaders and designated influencers to develop an organizational culture in which to do so.
There was once a commercial about business consultants in which the organization “buys into” the proposal presented by the consultants and then the decision maker turns to the consultants and says, “Great, make it happen”. Only to have the consultants laugh and say amongst themselves later “can you believe he wanted us to implement things…is he crazy, doesn’t he know we are consultants”?! My mission is to be the opposite; to work with you collaboratively, to develop programs and tools that can be implemented internally with either my external assistance and/or hands-on involvement. To help create a road map for growth of the organization towards its ultimate goals and to help ensure that the infrastructure and dynamics of the organization are in place to do so, and therefore achieving STRATEGIC GROWTH.