Managing Your Organization’s Culture During Rapid Growth

Charles Soranno - MD New Jersey

By Charles Soranno, Managing Director
Financial Reporting Compliance and Internal Audit



Early in December 2016, I had the pleasure of leading an in-depth webinar exploring how fast-growing companies can prepare for challenges related to changes in their culture and talent requirements, particularly when ramping up for an IPO or following one.

I was joined by Carmela Krantz, Vice President of Human Resource at WideOrbit; Danielle Soucek, Director of Insight Product at Equilar; and Michael Waxman-Lenz, CFO at Undertone. Together, we provided analysis and guidance on how to create the right team, scale for growth, benchmark against peers and competitors, and develop a public company mindset.

As companies implement their growth plans in the new year, it’s worth revisiting a few of the big ideas that emerged from the event.

Building the Right Team – Recognize the Influences
An organization’s ownership structure, its industry dynamics, and whether it has a domestic or global presence shape its culture and need for certain skillsets. Challenges typically emerge when companies bring in new investors, prepare to launch an IPO, add locations, or significantly expand their employee base.

Ownership has a tremendous impact on what the right team looks like, for example. A closely held startup may not have formal financial reporting requirements, but as it attracts institutional capital or registers for a public offering, more specialization and structure is required as expectations and demands change. Institutional investors likely will be less forgiving of reporting errors than founders working in a close-knit setting, and companies that execute their IPOs have to meet strict Securities and Exchange Commission (SEC) regulatory, compliance and reporting requirements. Will free-thinking, entrepreneurial-oriented individuals who were involved in virtually all aspects of a startup’s early development be able to not just perform, but thrive, in this more regimented operating environment?

Scale for Growth
Maintaining robust and consistent communications and formal communication protocols (especially for public companies) between an organization’s leaders and its workforce – even to the point of “over communicating” – is perhaps the most important strategy human resources (HR) can promote when employment rosters are expanding by the dozens each month. Letting employees know how they fulfill a company’s mission during times of rapid change keeps them plugged-in, motivated and contributing to desired business outcomes.

Staying ahead of the recruiting battle is another critical step HR can take. Human resource managers and recruiters must work closely with the C-suite to better understand the dynamics of the growing company and the mindset – not just skillset – required to make new hires successful. Also, by keeping employees informed of open positions and using referral incentives, HR can make all employees recruiters. This strategy can help fill jobs more quickly and often nets candidates of a certain caliber that have a higher chance for success.

Benchmark Growth
Compensation practices change dramatically after a company prepares for and ultimately completes an IPO, typically moving from less structured to more formal, documented programs designed to secure and retain talent. The scrutiny, by the SEC and others, of publicly available post-IPO executive compensation data requires organizations to balance shareholder interests with rewarding executives fairly.

One of the best ways to strike that balance begins with defining the talent market by selecting a peer group survey or collecting proxy data, or by combining both methods. Many companies utilize compensation consultants that can provide the data. Often, the advisors also understand how less tangible factors, such as management philosophy and individual performance, may influence pay packages.

Get a Head Start
While an IPO may be the last thought on the minds of executives running rapidly growing companies, especially early-stage companies, operating as if an transaction is imminent can make organizations more attractive and valuable when investors begin to take interest. Steps companies can take in that direction include developing a solid IT and finance infrastructure, assembling superb finance and operations teams, establishing excellent corporate governance, and developing a public company mindset among employees.

Of these initiatives, developing sustainable and scalable IT infrastructure and strong finance and accounting teams are among the most critical. However, infrastructure also encompasses making sure a company’s organizational chart is balanced and determining whether special technical or general needs should be outsourced. Organizations also need to be aware of pitfalls that could derail the development of a transaction-ready public company mentality. Underestimating the effort required not just before, but also after the IPO, is chief among them.

Learn More
Rapidly growing companies face a number of challenges as they transition from freewheeling entrepreneurial startups to more structured, efficient and mature operations. By preparing for headwinds associated with changing cultures, they can put themselves in a better position for success. Listen to the recorded webinar for a deeper dive into the ideas discussed here.

Engaging the New Workforce: Talking to Millennials

Rick ChildsBy Richard Childs, Managing Director
Policy, Strategy and Communications




Millennials, the ascendant demographic group of people who came of age in the early 2000s, will soon surpass baby boomers as the majority of the global workforce. This is not a trivial fact for employers. Without overstating a generational difference, it’s safe to say that millennials interact with information differently from previous generations. To connect with these workers more effectively, organizations need to take a generation-appropriate approach to communication.

We recently published our views on millennial-friendly communication in a white paper, Millennial Communication 101, to help organizations understand who this new workforce is and what forces have influenced the way millennials learn and communicate. Our recommendations apply to everyday communication, as well as the design of educational and training materials for the workplace.

As the first digitally native generation, millennials are quick to embrace and master technology. Multitasking is second nature, and it is not unusual for them to be working on three to five screens at a time, shifting attention from task to task, every eight seconds on average, and alternating between business and personal communication.

Having been immersed in a ceaseless flow of information and stimuli since birth, millennials have become adept at skimming, dipping deeper into the data stream for more information only when something captures their imagination. Raised to process information newsfeed-style, they are more likely to engage with communications that are entertaining and visually oriented.

This is particularly relevant for on-the-job training. Whereas long training sessions requiring sustained attention may work for older workers, millennials absorb information best if it is presented in short, easy-to-digest modules drawn from relatable work-life experiences. Microlearning — the use of short two- and three-minute monthly videos, instead of a single long annual training session — can have a significant positive effect on retention.

Posters and other printed educational materials can help raise awareness, but for that information to be retained and applied, it will need to be presented and reinforced in a variety of formats over time, preferably in digital form. Video voiceovers work best when they are energetic, and ideally of the same generation. Animated objects and characters — particularly youthful ones — can create a greater visual memory than static illustrations or photos.

As a social generation, millennials prioritize their personal image. Tapping into this personal brand identity and its potential for increased or decreased social status among peers is often the best way to communicate about consequences — say, of opening a phishing email containing a virus, or being careless with client data.

For many employers, especially those with long-standing corporate culture, undertaking such shifts may seem like an imposition or even assault on traditional corporate values. However, we believe that streamlining corporate communications to meet millennial needs is an opportunity, as statistics show that these changes are enabling employers to revitalize their workplace culture and create stronger employee relations overall.

How does is your organization engaging with millennials? We are interested in your experiences — let us know in the comments. You can download the white paper here.