Crisis Builds Great Companies

How effectively will your contracting business deal with the many changes facing the industry?

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Andrew S. Grove (Founder, former Chairman and CEO of Intel) has a lot of great insight about both day-to-day management as well as how to lead through the inflection points that every company faces.

Quote: Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them. Andrew S. Grove.

It is the rigorous daily management systems that build a team capable of rapidly identifying then growing through crisis. 

This insight about dealing with challenges applies at the company level but stands on a foundation at the team and ultimately at the individual level.

How would you evaluate your team’s situational awareness when it comes to seeing changes in the industry and how you can turn those into opportunities?  


We work with contractors to align every element of their organization around effective strategies.  More importantly we work with their teams to continuously prepare them for dealing with the inevitable bumps in the road they will experience. 

Learn more about our approach




Observe, Orient, Decide, and Act (The OODA Loop)
The OODA Loop is a decision-making framework originally developed for the military to make agility a competitive advantage. The focus on fast, localized decisions in rapidly changing environments aligns well with construction projects and businesses.
Succession Planning at All Levels
If a construction company is growing at 15% per year, then it will double in size about every five years. Therefore, in general, every position must be training at least two people that will be capable of succeeding them within five years.
Connecting Metrics to Activities and Outcomes
Outcomes are created through doing the right activities. Data is only a proxy for that activity and a metric is a synthesis of lots of data points. Metrics are valuable, but always have a skeptical view of proxies for performance, especially with growth.