PMI-LA Events

Growth has to be prepared for, actively managed, and then sustained. Skip any one of the three, and growth outpaces the organization's ability to hold it together. This diagnostic session names the friction before trying to fix it.

Most small business owners didn't set out to become organizational designers. They set out to build something, and then, somewhere between employee three and employee thirty, the business outgrew the way it was being run. Decisions still funnel through one person. Roles are understood but never written down. A new hire, a new location, or a new system gets bolted onto how things already work instead of being designed for. Growth starts to feel like more chaos, not more success.

The gap between the business a founder built and the one they now need to run is organizational effectiveness. It's not a corporate luxury. For a business with five, fifteen, or fifty people, it's the difference between growth that holds together and growth that quietly breaks the team.

What Participants Walk Away With:

Clarity on where decisions actually get stuck in their organization, and why

A shared vocabulary for talking about roles, structure, and change — so the team is solving the same problem instead of talking past each other

A lightweight tool (not a binder) you can put to use the week of the session

Confidence in leading a team through change instead of just absorbing it

Learning objectives

• Identify the specific points where decisions, information, or work are bottlenecking in their business
• Distinguish between a people problem, a process problem, and a structure problem

Key concepts

• The Growth Friction Map a simple visual for plotting where decisions, communication, and work actually flow (versus how the org chart says they should)
• Signs a business has outgrown its current structure: the owner as a single point of failure, unclear ownership of tasks, decisions that stall waiting on one person

Speakers