Test, validate, learn, adapt
Small projects turned into large projects and the organisation grew in confidence and capability. However, the real test came with an invitation to bid for a very large project funded by a major international government. This was an exciting opportunity, but with large high-stake projects come serious risks. Such a project can cause a destabilising effect on an organisation with systems and people stretched to their limits.
With all these learnings, risks and challenges in mind, the project was won and delivered intensively across a two year period. It was extremely challenging, however, the organisation handled it well, mitigating many of the risks through extensive planning, listening and confident delegated decision-making underpinned by robust analysis.
Our validation came when the organisation successfully passed the detailed project audit. The new organisational structure was stress tested to the limit and proved capable to undertake the challenges and strains of a large, intensive project.
Know when the job is done
The turnaround plan resulted in the organisation's income increasing fourfold, creditors reduced to minimal levels with reserves held at 3 months of overhead costs. The restructured organisation was an efficient, effective and professional outfit employing 3 times more staff than when we started the process. As the next cycle loomed it was important to reflect on what had been achieved and what was to come.
A newly stabilised organisation requires a different kind of management, focussed on consolidation and sustained growth. We embarked on a careful transition process to hire in new people to bring in fresh ideas, energy and commitment to the organisation's cause. The fact that we were able to hire competent and experienced full-time professionals to continue the organisations journey validated the entire turnaround process.
Our work was done.