By Bradley A. Malone
Many audiovisual integration companies start small, with three to five people filling a multitude of roles and performing many tasks. These roles and responsibilities often overlapped, so the founding members understood one anotherâ€™s jobs, and probably shared a common purpose. Something like, “Do whatever it takes to make the customer happy, and do really cool work while weâ€™re at it.” That was their purpose, their reason for existence. It didnâ€™t have to be written down someplace. It was the truth that everyone knew and measured themselves against.
Fast-forward 5, 10, 15 years, and the company has grown to 50 (maybe even 100) people and three of the founding members have left. The two remaining members are the president and the VP of sales, and the two of them are wondering why the other people in the company donâ€™t always (or hardly ever) act like they have common sense or place importance on the same things that they would.