There’s a trick to successfully growing any business. While mergers and acquisations are important, developing a proper business maturity model (BMM) is even more so. The reason? If you don’t have a good business maturity model, you won’t have the right systems and strategies in place to deal with the increased demands assocaited with your new merger or change.
Sounds pretty simple, doesn’t it? What I’m saying is that you can’t move blindly into a new business transaction without thinking about the impact it will have on the entire organisation – from the maintenance department up to the top CEO. In most cases, teams dealing with mergers and acquisitions tend to focus on only one or two parts of an organisation and forget about the others. This is a huge mistake that causes a lack of balance when your existing groups suddenly don’t know how or when to interact with the new ones. Implementing a strong BMM will give you the tools to ensure that there is proper balance between all of your workgroups.
Take a look at every aspect of your organisation. Be sure to review your organisational hierarchy, internal strategies, the way you respond to external pressure, and even your current employee and management training plans. Are each of these areas appropriately prepared to deal with a major business change – are they all part of the communication chain – or would one be left in the dark?
You should have clearly defined expectations and visions regarding how your business performs on a day to day basis – both individually and in comparison to competitors and peers. If you aren’t sure what your organisation’s business maturity model entials, it may be time to find out. Perhaps you’re the one that’s been left in the dark!