Reorganisations, restructures and other major changes

Here's how I changed my management style as my business grew

Birmingham-based HydraPower Dynamics was set up to offer fluid-power technology products alongside design and technological services to blue-chip customers such as BAe and Rolls Royce. The business grew rapidly and had twice changed direction when founder and managing director Patrick Browne realised it was time to take a hard look at his company. Being much larger now, he found big management changes were called for.

What I did

Bring in a new management layer

"Two of the tutors from a Business Link strategic management course I went on suggested I was looking too much at the finances rather than the strategic management of the company. It was clear that I needed to take some of the hands-on pressure away from my role and focus on strategy instead.

"There are two key elements that drive the business - the technical side and of course, the sales side. So we took on a new executive director to manage each of these key functions. This has given me the time to have a good overview of the company, rather than the day-to-day detail. Having the directors now allows me to identify the business' weak areas and decide where we have to go."

Introduce new methods of internal communication

"It was difficult in the beginning. I tended to interfere a lot of the time in what they were trying to achieve - especially as the staff were used to coming to me with problems they had. Fortunately we sat down and had a discussion about this and in the end we decided to move my office a bit further away, giving me that bit of real distance from day-to-day business.

"We never used to have any proper processes for discussing issues or problems with our employees. People would just come to see us about them. Now we actually ask our staff about things. We brought in what we call Quality Bubbles in which a small number of people and at least one management person talk about any problems there might be, not just in the workplace but in the company in general - basically, little focus groups. It works very well."

Take a broader view

"I like to think I've become more professional as I now look at other businesses and at what's happening across the board in industry. Before I was very focused on one specific area, looking at the financials and work for my own business, rather than looking at the way companies are brought on generally and at best-practice procedures. It's a whole different way of doing things."

What I'd do differently

Communicate changes from Day One

"One thing I realise now is the importance of making certain you inform your staff of exactly how your business is going to change. If our communication had been better there would have been a shorter bedding-in period, with our people immediately knowing how the new management team was structured and speaking with the right people about the right issues, first time."

Subjects covered in this guide

• Introduction
• Reasons for changing the way your business is organised
• Different business structures: by function and area
• Different business structures: by product and project
• The importance of planning and communication
• Managing people
• Implementing change
• Systems for delivering change
• Financial considerations
• Special considerations for change
• Here's how I changed my management style as my business grew

 

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