Mid-Market/ Middle-Market / Mid-Sized Companies: Who Will Survive this Storm?
In 2008 and 2009 the global credit crunch hit mid-market companies hard making it hard even for healthy mid-market companies, especially in the US and Canada, to keep or secure financing for their businesses during this period of significant change. During this credit crunch we have found that mid-market organizations are struggling more than smaller companies or larger companies.
‘Mid-market companies must master complexity.” This is the finding from a study on mid-market organizations by IBM in February 2009. The complexity arises because these mid-market companies have thin management teams who have to cover issues on a wide front plus cope with more uncertainty than companies that are smaller or larger. As a result everything is important to the management of the mid-sized company and change can come from any direction.
We find the biggest challenge to rapid change is bringing together the information you need in one place at one time with the key people so you can decide what are the most important issues to focus on. A study by Deloitte Consulting in 2006 of 350 private companies in Canada found that most leaders thought the top three strategies that would increase the value of their companies were: increasing the volume of business; improving the quality of their management team; and product innovation. In times of significant change, especially adverse change it is often very difficult for mid-market organizations to make progress in these three areas. In contrast we have found that in tough times the strategies that are often more effective include: reformatting the pricing/product and service offerings; improving asset utilization; and decreasing overhead costs to ensuring the survival of the business. However these strategies require more planning and detailed costing information than is readily available in many mid-market organizations.
Gridlock is a common situation in Mid-market companies. It is often easier for the managers to do nothing than deal with conflict amongst shareholders or leaders on key issues. In the good times, doing nothing can work well. The delay means more time to gather information and in some cases the challenges go away on their own, or someone else solves the problem for the leadership. However gridlock is fatal for a mid-market company in the tough times. They have to change to survive. So the leadership of a mid-market business has to constantly address what will change and the associated timing and consequences.
In tough times only the leadership can make the tough choices and these choices have major consequences. The leaders of mid-market companies find they are making decisions that can mean survival or death for the business. The toughest issue to understand is that not making a choice leads to failure of the business and yet making a choice is not a guarantee of survival but just another leap of faith. While the leader would like to take cover from the storm, the challenge is to help the leader to see the benefits of making changes to ‘dance in the rain’ rather than ducking for cover.
Significant changes can be triggered by the general state of the economy or a melt down in an industry sector but often the worst situation is when a key customer suddenly stops buying from the mid-market company. In these circumstances the business often runs out of time to get things back on track plus the business often runs out of money just as things seem to be getting better.
The reason stakeholders support a leader of a business is because they believe the leader has a vision of where to take the business and that vision is going to be profitable for all concerned. However as soon as a leader is lost and does not know where to take the business, the risk is the leader starts to lose interest in the business. The other extreme is the leader is so focused on the short term they don’t know if it is time for the business to change direction. For either of these situations the leader should get help to set a new direction or step aside so someone else with vision can lead the business. However many leaders of mid-market organizations do not have strong governance models to remove them and their ego is such they do not want to step aside.
The failure rate amongst mid-market companies is very high during the tough times unless the leader is willing to recognize they are in unfamiliar territory and seek help to cope with a work load that often more than doubles during these times.
Stuart Morley MBA is a recognised expert in advising mid-sizedcompanies during their rebuilding phase. Go to his website Rebuilding Middle Market Companies for more information including video clips, articles specifically for mid-sizedmarket organizations and order his recently co-authored book (with Gord Griffiths and Morris Slemko) called “Weather the Storm” Survival Guide for Mid Market Organizations.