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The company is strong, gaining more market share, with both rising sales and profits. Customer loyalty is high, which is reflected in the repeat sales. You might have already started creating new businesses or independent business units. This is the best stage for mergers and/or acquisitions.
There is a balance between the entrepreneurial spirit and the control of the business. There is alignment between Vision, Strategy, Structure, Information, Resource Allocation and Rewards. You have also assigned someone to Audit Functional Systems and Structures. Decision-making is made more intelligently with composure and peace of mind. You now only accept customers who meet the criteria of your ideal client, and the team understands their roles in the business and work by priorities. In a culture of mutual trust and respect, clients, as well as employees, are treated with care.
The 3 main problems you might face here are:
In the Blaze, there are not many issues – however, the biggest challenge you will face is to keep the momentum. You might settle into thinking you are safe, but you are silently letting competition and external factors smother you.
If you take advantage of the current momentum instead of feeding into it, your growth rate will start declining – this will be the end of fiery Blaze and the beginning of the Combustion.
The team relies on what has worked in the past and starts to lose desire to improve/change or create something new. There is a sense of security and a mindset of “if not broken, no need to fix it”. This will be reflected in your new products: they are enrichments, rather than ground-breaking novelty.
The meetings focus on whether something should be done or not, rather than if something has already been done. Watch out for an increase in overheads as a percentage of revenue as opposed to increase in direct costs.
To maximise profits you start cutting on advertising, promotions and R&D. This erodes the creative and flexible side of the company. The innovative people of your team will unsuccessfully attempt to initiate change, and will eventually stop trying and leave (or get fired).
The first challenge is to reach the Blaze phase. The second challenge is to remain in the Blaze phase. If you do not do what you supposed to do in this phase, you are risking developing abnormal problems which will later become pathological. We will help you take advantage of the momentum and challenge the status quo by: