The Owner-Manager's Painful Dilemma:
Building an Operationally Self-Sustaining Organisation
(OSSO = Operationally Self-Sustaining Organisation)

Why a dilemma? Because there is always a critical balance between having control, being hands-on, operating the business based on years of experience of all the intricate details of the company, and letting go of the reins, entrusting other people to perform to your own standards. The balance between personally being in control of "everything" (but then being a bottleneck for growth) - and on the other side, delegating responsibilities and decision power (and then freeing time to focus on growth).
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Why a pain? Because it's often painful, both emotionally and in a practical sense. Emotionally, after many years of being hands-on, it feels uncomfortable (or worse) to let go and change how you interact with your own business. In a practical sense, it can be painful to go through the process of assessing, clarifying, and formalising all the operational workflows in the business, but the end goal is worth it - Upgrading the business operation through streamlining, automation, and delegation resulting in performance improvement, time for new business initiatives and more personal freedom.

Creating an Operationally Self-Sustaining Organisation. This is all about how to structure the business for efficient daily operation and future expansion, simultaneously ensuring adequate oversight and control, for the Owner-Manager. Or even in the most basic perspective, how to create an Operationally Self-Sustaining Organisation, so I as the Owner-Manager can focus on the key aspects of the business I enjoy working with the most – and perhaps just taking time off to do other things in life, and doing so knowing that my business is operating well - in the capable hands of my trusted employees with efficient systems, workflows, and structures in place.