Just about everything in life and business have hierarchies including people, principles, policies, strategies, plans, processes, and projects. These must evolve with growth and changing conditions while avoiding stifling levels of controls and ego.
To better cope with some of the talent shortages that growing contractors are facing, it is important to look at talent through a similar lens as we would sales, putting them into a funnel and approximate timelines. We have to start with the big picture.
Governance structures including the board of directors, policies, information flow, operating rhythm, and decision rights must continually evolve through each stage of growth and ownership transition. The first board is typically driven by a transition.
The Deal Structure including dollars, timing, terms, legal entities, taxes, and contractual documents is the most tangible part of the transaction. The Deal Structure WILL NOT do three very critical things - Cash, Capabilities, and Trust.
This outcome-based scoreboard keeps everyone focused on what matters. Avoid metric overload and diffusion of resources. All other metrics throughout all levels of the organization fall into a hierarchy below these with priorities changing over time.