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Fast-growing Companies

From Startup
to Scale-Up

Generating hyper-growth requires a winning combination of technological advantage, product-market fit, and a precise business model. That said, at a certain stage, every startup in the midst of rapid acceleration comes face-to-face with a new kind of glass ceiling – the transition from operating as a company to building an organization.

Having led tens of organizations through hyper-growth, and engaged in deep processes with large corporate entities, we created our Equalizer model, which enables rapid diagnosis of “where you are today,” and the identification of those main channels that will enable hyper-growth, with fewer growing pains. After mapping your organization, we draw upon our previous experience leading interventions across tens of similar organizations and present you with the most relevant interventions to enable your startup to scale up with success. The model is based on two clear, data-driven axes: the “business development stage” and “the number of people in the organization,” as well as on three infrastructure axes that enable hyper growth. Each channel has four developmental stages of its own, and every organization develops at its own rate, based on its applied strengths and the type of industry within which it operates

The Unique Added Value You Get

We create a common language

That enables us to assess where the company is today, and where it wants to be in the future

We identify the keys to your growth

And understanding which keys are likely to inhibit your company’s development process

We pinpoint practical solutions

That you need to implement to take the next big leap

The Equalizer Model

The Business Axis

Describes the main business goals that companies focus on at various stages of their growth. Enables the mapping of required organizational infrastructure, for each stage, in order to support business development.

The People and Culture Axis

Describes the human-cultural processes that companies undergo, when transitioning from small, intimate teams with a more social, family culture, to one that, due to the circumstances and via a variety of processes, more and more people join the organization from a variety of places, professions, and mindsets. The organization must then be able to create and maintain a culture of excellence and commitment to retain its hundreds of employees, which can become a complex task.

The Working Processes Axis

Describes how the company develops, in its working process maturity. From work routine, technologies, communication, supportive infrastructure, and other perspectives. From the “Spaghetti Approach,” which basically isn’t an approach at all, where everyone does everything and are constantly in the midst of trial and error, to more defined work process stages, which are managed and measured by experts from every field, and supported by advanced information systems.

The Leadership Axis

Describes how we relate to the way the organization is being led forward, as well as how we differentiate between the questions of how the organization’s leadership looks, and how it operates, at each and every stage. The first people who must reinvent themselves with each organizational leap are always the senior managers. And once the organization already has multiple tiers of management levels, their growth and development journey necessarily becomes layered as well.

Ultimately, you’ll experience

  • • Development and empowerment, across management levels
  • • The ability to identify and agree upon obstacles inhibiting growth
  • • Processes that are built and adapted for your organization’s precise needs
  • • Focused strategy formulation

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