Business Model & Plan refers to the core structures of how you architect your business. The Rules for this dimension govern critical areas like revenue groups, offerings, customer segments, and operational and strategic plans.

Workplace Community refers to the overall health and integrity of the group of people who work together in an organization. The Rules that govern these interactions have to do with promoting strong and clear communication, providing a common framework that makes it easier to get things done, and establishing common values.

If you are a business owner or leader, there’s no doubt that you are facing challenges with running your company. It may help you to learn that you’re not alone in these challenges. In fact, our research has shown that companies face similar top challenges according to their Stage of Growth.

When my business partner and I decided to get a valuation of our company, back in 2012, we were 12 years into our tenure as business owners. We had built a legal professional services business that was running successfully and paying the bills, but we wanted to know what it was actually worth.

When I was in the ninth grade, my dad lost his business. He was 50 years old at the time, and while he lived to be 71, I can say that, in many ways, he never recovered from the blow.

We are excited to announce that Organizational ReWilding® is now officially registered with the U.S. Patent and Trademark Office.

What are the Non-Negotiable Business Development Rules?

Business Development Rules focus on the functions of a company that generate, sustain, and grow revenue. These functions include Marketing, Sales, and Customer Service.

All businesses need to focus on six essential areas in order to prosper and grow. Without giving adequate attention to these areas, the business will inevitably suffer. These six foundational areas are:

The Three Faces of a Leader measures the proportion of time and energy a leader spends embodying the three primary leadership roles, or faces, within an organization. The three faces are Visionary, Manager, and Specialist.

The Organizational ReWilding Stages of Growth, formerly known as the 7 Stages of Growth, is a business growth methodology based on the distinct stages businesses grow through. Each Stage has rules of growth, which if followed, create the environment for sustainable, profitable growth.

How Organizational ReWilding, a business growth methodology, and Scaling Up, a curated platform organized by decision points, are helping leaders of small and midsized businesses.

How Organizational ReWilding, a business growth methodology, and EOS, an entrepreneurial operating system, are helping leaders of small and midsized businesses.

How Organizational ReWilding, a business growth methodology, and The Value Builder System, a business valuation tool, are helping leaders of small and midsized businesses.

Over a decade ago, James Fischer published the book, Navigating the Growth Curve, in which he presented a groundbreaking methodology for understanding how businesses grow.  Based on decades of research and observation of small and mid-sized businesses, Fischer discovered how the complexity of an organization drives the rules by which a business must operate to continue to grow.

Understanding the stages of business growth, and how companies progress through these stages, is essential for any entrepreneur hoping to thrive in the chaotic beginnings of starting a company.

When a company has grown to 11 – 19 employees, survival mode is quickly replaced with growth as the top priority. This is called Stage 2, or Ramp Up.

As a Stage Three company (20-34 employees), it’s critical to understand that what has worked in the past may not work any longer.

In a Stage 4 company, comprised of 35 – 57 employees, the changes that occur are exponentially more impactful than anything the company has experienced to date.

With the company size ranging from 58-95 employees, integration between departments is the key to success in Stage 5..

Stage 6 is called the Strategic Stage because the risk of not seeing the larger strategic picture could cause the ‘too little, too late’ syndrome.