Every forward thinking company wishes to grow, expand and be more profitable. In many cases the company is run by the owners, who are also the shareholders, sharing the task of acting as the leaders or COOs (chief operating officers) and they are  emotionally attached to the company.

However, often the same skills and emotional attachment that allow them to successfully operate the company are the same that make them blind to understanding all the International solutions to the challenges which the company faces when growing. Most do not have access to economists and the expert professional business tools they use.

For this reason we offer the appointment of The Barrington Group as your CEO (Chief Executive officer) to drive the direction of the company within an agreed framework ( as laid down by the owners). This  is the most successful means of growth and increased profitability and the Barrington group, as one of the world's leading CEO providing teams of experts,  is proud to be both successful and passionate about helping company owners grow and reach their aims.

The CEO firstly evaluates the initial market/technical feasibility of resources within the company and then initiates the collecting of outside information to take the company into the future by forming a dream team with people highly passionate about the company’s direction and ideas of how to grow. For the CEO team to be successful and reach the company’s aims it has to have complete involvement and control over any change process or implementation in the organisation but be a group outside the existing operations group but with some shared resources from the existing organisation; an ambidextrous organisation or an organisation within an organisation.

Breakthrough business development ideas do not require cross-functional teams but dream teams with the skills to foresee and visualise the future. The members of such a team have to be like-minded people who share the vision with the leaders/COO but who are not intimidated by them or able to be deterred by employees resistant to change with less vision. They have to be geniuses and visionaries in their own right.

 From an organisation architecture perspective, an important aspect in this process is housing. If the team is housed in the COO operations environment, chances are that it will get destroyed by the temptation to fire fight day to day challenges and lose sight of the growth, business development and goals set so it needs to be kept away from the operations organisation but with systems in place to enable clear lines of communication and flow of information back and forth between both organisations. This information flow is important to create a connect between the development team and the organisation.

A major part of the CEO's time is spent in researching, monitoring and reviewing the growth but he needs to be clear on what to monitor and review. It is not the business plan, or even the cost and cash flow that is important: it is the milestones.

The project leading CEO must be strong enough to stand by the team and its actions and face huge resistance to the project from within and outside the organisation. Resistance to change is normal human behaviour. It is for the CEO/leader of the organisation to ensure that the dream project is given the right kind of impetus, since many are unable to foresee the benefits from such a project while still under development. Often project ideas may be laughed off as crazy, but breakthrough ideas cannot be normal ideas; they have to be somewhat "crazy", only then they can lead to a real breakthrough and an innovative result.