When a work group is small and face-to-face communication and interaction is localized and frequent, formal structure may be unnecessary, but in a larger/growing organization, and one that spans multiple value propositions and crosses regional boundaries, decisions have to be made about the delegation of various tasks.  Thus procedures are established that assign responsibilities away from specific people themselves and towards various functions.  It is these decisions that determine the organizational structure.

In an organization of any size or complexity, employees’ responsibilities typically are defined by what they do, who they report to, and for managers, who report to them.  Over time and as the organization matures, these definitions are assigned to positions in the organization rather than to specific individuals.  It is this state which our Vox Spectrum Group, and its subsidiaries, finds itself in. 

One of the primary challenges we face today will be answering this simple question:  Who are we?
Are we simply a collection of companies put together by acquisition and bundled together hermetically, devised only to service localized but isolated market needs, impervious to outside influence, and one  that sees the market as static?   Or is ours an organization predicated on a core vision that underpins our existence that unites the group of companies in a shared destiny that responds quickly to an ever growing and dynamic market, stretching across boundaries and robust enough to mature along with the market in both its product offerings as well as its resource skillsets? 
 
Our group structure is undergoing a transformation that is both required and needed as we continue to grow.  The underlying quest is to move away from a decentralized and silo’s group of companies to a federated model where the core strategic missions and our company ethos are centralized, the value propositions, or products, define our business, and the company’s resources are nimble enough to leverage their full potential in answering both its local and global needs.

 In the same effort, the company is also migrating towards a product offering and delivery centric model, with our three core value propositions, Engineering Services, Electronic Product Delivery, and Software Solutioning, leading vertical alignment of the company.  Strategic plans will be formulated for each vertical, accounting for its localized and regional needs but standardizing the accountability principles, its operational processes, and its financial modeling.   This will invariably optimize our human resource capabilities and further bind us to one company culture and method of operation.
 
It is not an effort realized in a day, a week, or a month, and not one without challenges on the path to migration; you cannot simply “turn the switch” and the model will be complete.   But an effort, I believe is fundamentally necessary for us as we continue to grow.