ALAN O’NEILL

Get your vi­sion right un­der a new North Star first and then let it guide you to a re­vamp of the nec­es­sary struc­ture, roles and re­port­ing lines

Sunday Independent (Ireland) - Business & Appointments - - FRONT PAGE -

AMER­I­CAN Ex­press started out de­liv­er­ing mail across the US on horse­back and then evolved over the years. Re­mem­ber Amer­i­can Ex­press trav­eller’s che­ques? With travel at its core, it has rein­vented it­self to be­come one of the top charge-card com­pa­nies in the world to­day. Vir­gin is an­other great ex­am­ple of an or­gan­i­sa­tion that has diver­si­fied and evolved over the years.

Mar­ket dy­nam­ics can dic­tate the need for a re­struc­ture of your or­gan­i­sa­tion chart. Changes to cus­tomer habits, new leg­is­la­tion, re­duc­ing man­u­fac­tur­ing costs and tech­no­log­i­cal ad­vances can all com­bine to force the need for change.

When the mar­ket dic­tates it, sur­vival and growth may well de­pend on your abil­ity to adapt and pos­si­bly rein­vent your­self. TRI­AN­GLE Cor­po­rate his­tory has many such ex­am­ples of or­gan­i­sa­tions adapt­ing to their mar­ket and suc­cess­fully rein­vent­ing them­selves. In the case study be­low you’ll see that Tri­an­gle Com­puter Ser­vices started out sell­ing equip­ment, mainly IBM sys­tems. From the out­set, it had a clear vi­sion, DNA, strat­egy, struc­ture, great peo­ple and a suite of ser­vices to cater for its cho­sen mar­ket.

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