How does a successful entrepreneurial organisation deal with operational growth pains without losing its ‘soul?’
I have been working with an Asia-based family owned business that markets health products through retail outlets. The business has grown considerably since starting 15 years ago (revenue of $2bn), and has ambitions to grow further.
However, certain aspects of the operation are failing to keep pace with the market opportunities and the ‘rapid and flexible’ decision making processes of senior management.
Application of the Cynefin framework in concert with the Kirton Adaptor Innovator (KAI)Theory provides useful insight into the possible contributors of the conundrum, and some possible practical choices about its resolution.
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