How founders give birth to new businesses

In his book ‘The Pursuit of Prime’, Adizes describes the early stage of business development as ‘Courtship to Cradle’. Moving through this first stage of a business feels a lot like ‘new romance’. It is driven by passion, without which a would-be entrepreneur never gets beyond the anxiety and confusion of those early days of uncertainty. Realists adapt to their environment, but the people who dare to be founders of businesses try to change their environment. Founders, therefore are not quite realistic, not even reasonable.  So how to they handle things under the 6 management categories?

Style

The courtship stage is inherently limited; founders suddenly decide to stop their dreaming and bring their ideas into fruition. Having conceived a grand idea, they grab it by the scruff of the neck and drag it to the next stage of the corporate lifecycle, Infancy. In infancy, we need doers, realists, overachievers, risk-takers, people who drive to the heart of a problem. This is not always present in the founder themselves – it requires both prophet and doer; a person who dreams and then wakes up to take action. If these elements are not balanced, there are ideas being churned out without any action, or plenty of action, but lacking inspiration.

When examination of a business in courtship reveals a founder committed to the continuous excitement of creating, we can be sure it will be a disaster without some balance. Unless there is a second player willing to take it through the process of pain and politics required to raise a company, the enterprise will be short-lived. Infancy is the time to do, not to dream and talk but to do.

Before a founder can delegate tasks for what needs doing however, the style is a controlling one – and this is as it should be. Despite all the talk about centralization, founders must control everything during the growing stages – obligation precedes delegation. Before they can delegate tasks, they need systems that inform others about what, how, when, and where tasks should be done. At the early stages, even founders themselves are still learning about the job, experimenting with how to do it, and making improvements on the fly. Read more of this post

Key management levers and when to apply them

To solve problems and move a company to Prime, Adizes advocates looking at the contributions of six classic managerial responsibilities:

1. Style
2. Structure
3. Strategy
4. Staffing
5. Rewards
6. Planning and goals

The offerings that each of these areas bring to a business are variable and different at every stage of the business lifecycle, so they form a framework for each of the forthcoming posts in this series.

As changes happen, each of the variables will contribute differently over time as appropriate to the stage of development.

“I think of a hero as someone who understands the degree of responsibility that comes with his freedom.” Bob Dylan

In order to lead a business to Prime, you must first get it to the healthy part of its current stage in the lifecycle, and prepare to advance it. Company leaders are like parents who know how to treat their child one way when it is a baby, and modify their parental approach as the child grows to adolescence and beyond. Read more of this post

Are your business problems terminal or healthy?

Diagnosing your stage of business development

Adizes theory of being able to reach and stay at the stage he terms ‘prime’, is based on his belief that the future of businesses is predictable and manageable. The first action step is to plot your position on his lifecycle curve. There are certain signs and indicative symptoms to identify stages of organisational development or decay.

Age, Size and Self-Control

Neither chronological age nor size determines the stage an organisation occupies on the corporate lifecycle. There are 108 year old companies which demonstrate flexibility, adaptation, change, and growth, and five year old companies that show age, staleness, predictability, and disconnection from their market.

The two conditions, which can be correlated to age and size but not necessarily caused by them, are flexibility and self-control. These are the central factors in a company reaching prime. Until prime, the company has been flexible but uncontrollable, and after prime it is controllable, but it has grown rigid.

Changing at Different Rates

It is not automatic that a company develops all areas at the same rate. For instance, in a young company, marketing and sales usually change rapidly while accounting stays locked in tried and true formulas, and concern for human resources has yet to emerge. This position reflects disintegration rather than integration – and herein lays one of the essential issues. We are healthy when we are a unified whole, whether psychologically or physically. When solving business problems, you look at what steps will bring the pieces together, rather than cause more disintegration.

“If we don’t change direction soon, we’ll end up where we’re going.” Professor Irwin Corey

There is also another element to diagnosing a company’s problems: you must differentiate between external integration and internal integration. External integration is that energy expended on identifying and satisfying clients needs, and internal integration is what it takes to coordinate the efforts within a company to produce the desired results. A company in it’s prime has developed equilibrium between both internal and external integration.

However, be careful not to over-simplify; all companies develop unevenly, and this is to be expected because systems develop their subsystems in sequence. An observation from Adizes, and consistent with my experience with most clients, is that changes to whatever position is diagnosed need to be incremental. Companies change from one stage to the next, perhaps rapidly, but there is no leap-frogging. Although rapid change brings with it torrents of problems, managers must be careful to assess which of those are critical, and which can be delegated or passed over. Moving a company through these necessary transitions first requires a conscious awareness (at company level, not just individually) of the need for assistance. This calls for openness between members of the organisation and honesty in dealing with one another. The higher the company’s self-awareness, the more receptive it will be to change.

————

This is the second in a series of posts summarising Adizes approach to achieving and sustaining business prosperity.  If you’ve only just joined the discussion, the first post entitled ‘Is your business in its prime?‘ will give you an overview. Other posts in this series can easily be found by clicking the ‘Adizes’ tag.

If there is anything you would like to comment on in this or any of the other articles, please click the ‘Leave a comment’ button at the top of the post.

If you’d like help to address any of the matters raised, just give me a call on 0412 921 292 for a confidential discussion. Even if I can’t help you myself, I’ll probably know someone who can! As a TEC Chair (www.TEC.com.au) I have access to a worldwide network of resources and consultants.