Post by Anding & Company

A small team of five high-caliber people will consistently outperform a loose group of fifteen or more. Most transformations are still run as group projects: 30 to 50 people involved part-time, with rotating participation and constant coming and going. Two forces drive this – (1) internal politics around stakeholder inclusion and (2) dispersed expertise that forces organizations to pull in specialists part-time. The math and reality, however, work against this approach: 80% competence of Person 1 × 80% competence of Person 2 = 64% quality of result Usually less, since neither party fully owns the uncertain result. Add the communication overhead of keeping 50 people informed, and a full-time role is consumed before anyone delivers a result. The fix is to concentrate, not to scale. Form the core team early. Give them real capacity. Hold them accountable for outcomes. Use a RAPID matrix to make roles unambiguous, and assign exactly one Lead per workstream – 100% responsible for expertise and progress. Where in-house expertise is missing, staff externally, but co-staff internally to build capability. And carry this core team across the full lifecycle – from scoping to stabilization. Others can support along the way, but conceptual ownership stays where it belongs. Read full paper here: https://bit.ly/TrafoPE #PrivateEquity #Mittelstand #Transformation #PortfolioCompanies #OperationalExcellence #PostMergerIntegration