Organising For Growth
Brock Carmichael Architects
Brock Carmichael Architect where referred to me by the Growth Accelerator program. The first meeting was with the four partners and office manager to test the chemistry and to see if we could work together. This went very well and we set up a kick start date.
Brock Carmichael Architects are very well know in Liverpool and have an office in London and Hong Kong. The practice was doing very well until 2008 when the workload fell as for many other companies in the construction sector.
The plan is to get sales and the team numbers back to where they where in 2008
A year ago we looked hard at ways to grow our business beyond the normal curve. Like many client focused consultancies we’d struggled with finding the time to refine and implement new business strategies, whilst also managing the delivery of all our important commissions. We had looked at growth accelerator, but following one of our regular conversations with our Bank’s Relationship Manager we took the plunge. We reviewed several prospective coaches from a short-list, but all focused immediately on Bob’s profile, not only had he grown his own businesses successfully but he had a construction background and experience of working with other creative services industries. Following our first meeting we knew he could help us, he has a relaxed plain talking approach and a skill to identify precisely what needs to be done.
Bob helped us re-structure the senior management of the business. The partners now have new roles and responsibilities aligned to their individual strengths, a formal regular board meeting with a new streamlined reporting structure and new management tools. After 6 challenging years this has re-invigorated the business and bought the partners much closer. We are also now more efficient, and whilst Partners are still very focused on client delivery we now also have vital time dedicated to the business. This has suddenly bought our growth targets closer and made them tangible. Following on from this, Bob is now working with us to deliver an effective inbound marketing campaign and regularly attends key practice meetings. In a short time he has become an invaluable adviser and a welcome addition to the team.
I would recommend Bob to anyone who wants to grow their business. If you are prepared to try new strategies and look at things with fresh eyes I have no doubt Bob will help you achieve your goals.
Chris Bolland – Managing Partner
The intervention consisted of:
- The one page business plan
- The vital important tasks to deliver the plan
- SWOT analysis
- Restructure for growth
- Marketing strategy
- Communication plan
- Marketing implementation
The one page business plan
The one page business plan sets out the business strategy over a 3 year period that begins with the current year. The current and past profit and lost account is analysed together with the objectives of the business over the next 3 years. This information is mapped out and presented in a Orbit Chart.
The vital important tasks to deliver the plan
From the single page business plan we decide what the 3 most vitally important task are and agree an action plan.
To get a real feeling of the business and the culture of the business I interviewed all 16 staff. This gave me greater insight into the business and give me more vitally important tasks to do. We then adjusted the list as we only want to focus on 3 tasks at a time for effectiveness.
Restructure for growth
The partners of the business are architects and have had no formal training in business and marketing strategy. To allow the business to grow we give each partner a functional responsibility and gave one partner the overall responsibility of managing the business as the senior partner. The functional roles are:
- Managing Partner
- Marketing Partner
- Sales Partner
- Operations Partner
- Finance Partner
The next stage was to develop the marketing strategy. To do this we looked at the competency of the business and the market sector the business operates in. We developed a plan to market to the most lucrative and easy to reach markets first.
From the sector analysis we then carried out a persona mapping session to work out who we needed to communicate to, what their interests are, what channels to communicate with and how to engage with them to talk about business opportunities.
The partners of the business are very busy heading up projects and working on their functional responsibilities. It was decided to out source the marketing implementation to an outside team. The team consists of a number of best in their class people. We decided not to go to one agency, but to build a team of experts to deliver on the plan. This team is directed my Bob Evans and the senior partner. All results are then reported back to the board for control.