Adaptive solutions for
different transformational
needs

A Company’s Lifecycle and Change Continuum

In our framework, there are seven (7) different states describing a company’s size and maturity. Your change, adaptation, and transformation decisions should align with your development goals.

New Business

New companies do not have assets nor resources. You do not have a market presence and likely do not have many customers. As a new company, you likely need:

New Becoming Small Business

New companies transitioning to small companies are starting to hire staff and have started to develop an understanding of the potential value of their products and services. If you are transitioning into a small business, you likely have few assets and limited resources. You are starting to build a market presence and generate some sales. As a company transitioning into a small business, you likely need:

Small Business Steady State

Small companies have limited assets, have started to accumulate financial resources, and are starting to create limited job specialization. You have an emerging market presence in at least one if not more markets, some customers, and a decent understanding of your company’s core competencies. As a small company, you likely need:

Small Becoming Medium-sized Business

Small companies transitioning to medium companies require tools to scale, including investment capital, partnerships, alliances, and a strong and growing market position. You are creating more job specialization and stratified organizational structures, complete with supporting plans and strategies. You have established programs and are trying to grow them to generate profit and value. Your decisions for your business are more complex and you need effective governance and leadership to guide your development. As a company transitioning into a medium-sized business, you likely will need:
Medium-sized Business Steady State

Medium-sized Business Steady State

Medium-sized companies in a steady state drive financial performance, require facilities and infrastructure, effectively-designed organizational structures and systems aligned to the work the company needs to do. If your company is a medium- sized steady state company, you are working to expand your market share and market influence, expand your book of business, and develop and improve on your programs. You are accumulating assets and have a defined culture. If you are a private organization, you might also be considering scaling strategies and transition to become a publicly traded company. As a company operating in a medium-sized steady state, you likely will need:

Medium Becoming Large

A medium-sized business becoming a large business requires extensive strategic, organizational, and financial planning. Transition may occur through mergers or acquisitions, requiring an investment strategy, M&A planning, due diligence, and strong understanding of cultural and systems fit. These transitions are large and complex, requiring commitment from the company from the highest levels. As a company transitioning into a large-sized business, you likely will need:

Large Steady State

Large-sized companies in a steady state drive innovation, invest in value-generating assets, and focus on returning value to stockholders. Transformation needs for these businesses are varied. At the enterprise level, they may include growth and expansion strategies, enterprise systems implementations, facility management, cultural and organizational structure changes, talent management and leadership development. Change needs to happen in functional areas, business units, programs, and core operations to continue to drive value and renew the business with the latest innovative and disruptive changes. As a company operating in a large-sized steady state, you likely will need:
Large, rigid corporate structures can also suppress innovation and limit your company’s ability to pivot quickly. While you have assets and resources typically unavailable to small companies, you likely need adaptations to your culture and systems to focus on renewal and reinvention of your business.

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Illustrative Outcomes and Benefits

Having clearly defined outcomes for your company and initiative is critically important for
monitoring and measuring your transformation progress and for your commitment of resources.
Emphasis of certain outcomes may shift depending on whether you are from a public sector
organization, a for-profit private sector enterprise, or a not-for-profit organization.

For Profit Organization

Not-For-Profit Organization

Public Sector Organization

About CMC-Canada

Blue Monarch Management and our professional staff follow the Standards and Professional Code of Conduct prescribed by the Canadian Association of Management Consultants (CMC-Canada)

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