Arguably, one of the movies’ most famous catchwords, and despite the fact that my number 1 early-morning activity with my 3-year-old has recently been watching and reciting Toy Story at 7am on a weekend with one eye open and the other half-asleep, this post plays to a more serious note about an organization’s own journey of self-exploration…
2015 was a particularly interesting year for robusta particularly because, for a change, we rethought our strategy, structure and, believe it or not, our robustivity vision, too!
Lots of concerns have triggered such exercise. It was mostly about the pursuit of profitability, sustainability, scalability and where we see robusta in 5 years from now. It was quite regular of a discussion between the managing partners to question the scalability of robusta and if it’s ever a candidate for exceptional growth that fulfills ours and the team’s aspirations for humongous growth. Don’t get me wrong! robusta was doing quite well already but we’ve always seen robusta not as a boutique agency but rather a flagship empire and been questioning a lot the way to get there.
Inspired by Gallup’s Strengths Finder and our IGNITE Development Program designed and implemented by our good friends at Mirqah ( more on this in upcoming episodes), we decided to start our pursuit by identifying and playing to our organizational strengths.
Cutting a long story of several client meetings (more of disguised interviews), internal workshops and self-reflections, it was becoming clearer that our top 3 strengths were our solid development skills and portfolio, a strong and influential culture fueled by an exceptionally competent team and robusta’s brand equity, reputation and reach within diverse verticals. Our weaknesses have always been lack of clarity to what we aspire to become that translated into stretching ourselves too thin across several streams which eventually lead to subpar profitability.
Building on this understanding, we made some bold decisions of exiting some of our service offerings and accounts. We’ve completely abandoned Branding, Social Media, Microsoft-based technologies, and trivial/low potential tickets. The reasons why we stopped each are quite interesting and each deserves a blog post on its own. We naturally decided to focus on our leading services which are E-Commerce, Mobile, Websites and Web Apps.
We also turned around our perspective looking at our team and decided to get rid of the illusion of growth that comes with growing our headcount after figuring out this is, in most cases, nothing but a sign of lack of efficiency. Comes next naturally is an overpowering need to look after productivity and a sharply pruned work force that makes it easier to invest in our culture & human capital development.
Ironically, we’ve also figured out that there’s such a HUGE local market that we need to dominate first before crawling beyond borders. Last but not least, we’ve done what turned out to be a pretty good job standardizing and innovating our retainer-based project development/support packages.
The said resolutions automatically put us on track with total clarity on how to go about restructuring the organization to achieve what became our solid vision.
“To serve as a flagship of national economy and become one of the top listed EGX companies by 2030”
This also fits perfectly with our designated 4-fold mission towards our clients, our people, shareholders and the community.
Finally, what we’ve mostly learned the hard way is that although focus seems to be an obvious strategic recommendation for any organization, it takes a lot of wisdom and learning about your customers, competitors, team and, of course, yourself to really be able to tell what focus means and how it applies to your organization.