We would like to introduce you to the MEL modus operandi. We will briefly describe the conceptual underpinnings of our approach, give a sense of how the MEL Index operates and summarize a recent case study to reveal operational potential. As always, we encourage you to contact us for further information.
Sustaining the Firm
The continued sustainability of companies depends on effective management of the present combined with imaginative vision for the future. On the one hand they need to optimize processes, organizational structure, staffing procedures and the like, to be faster, more cost efficient and responsive to current markets. Such focus allows companies to succeed in the present and near future. But this does not at all ensure continuity in the longer run. In order to achieve this, companies must also regularly assess their vision, encourage innovation, be willing to adjust or change strategies, products, markets and more. This adaptive approach helps them forge a flexible and dynamic roadmap for the medium and long term future. In order then to sustain both short and long term futures companies must work simultaneously on doing the same things better while stimulating and responding to change (doing things differently). It may well be that the emphasis shifts from current optimization to future change management and backwards like a pendulum, depending on such factors as the situation at the individual company, market forces, and the socio-economic environment.
Following many years of observing and working with both SME’s and large international corporations, we became fascinated by the concept of this “ambidextrous organization” and the formal and informal roles played by various personnel in longitudinally guiding the firm. In particular, we became interested in the integrative impact of three types of personnel – managers, entrepreneurs and leaders – in the sustainable fortunes of the organization. We have initially summarized these three dimensions as focusing on current complexity (Manager), focusing on change (Leader), and focusing on opportunities (Entrepreneur)
Middle-managers voiced considerable concern about lack of innovation within the firm, caused by an inherent conservatism in senior ranks. Such a reserved view of opportunity search was supported by weak entrepreneur scores for the entire top team. There was general agreement that stronger leadership was needed at the top of the company along with an improved entrepreneurial perspective and a more ambitious future orientation. Indeed, the CEO (a family member) and a few other senior executives were soon asked to leave out of concern for the company’s health and progress. The CEO was replaced by a non-family member in a move initiated by the head of the advisory board – himself a family member and evaluated as both a strong entrepreneur and leader.3
Note that the MEL scoring acted as a powerful catalyst for discussion on the current position, reasons for the current status and suggestions for improvement moving forward. We believe it can do the same for your organization.