***The following story is a hypothetical scenario created for a real industry company with sample data. The author of this blog does not have any affiliation with 3DR nor is the author getting paid by a third-party vendor to post this content.
3DR has a talented group of professionals that compose each of their major business units. The company can operate in an efficient manner by using a lean approach. One lean startup approach that could be applied to this scenario is called, creating a ‘minimum viable product (MVP)’ while using agile (i.e. iterative) business practices to build, assess, and modify product/service production tasks.
The sample data used for 3DR’s business case scenario here will be a rolling consolidation of the data used in the previous blog post of this story called, 3DR – Personnel Analysis. Here’s a snapshot of 3DR’s total projected personnel based on their recent business growth initiatives and how they breakdown by professional categories across all business operations.
As outlined above in the operations analysis diagram, 3DR operates with a total of five Executive Management personnel that provide oversight and management of all business operations. Split between two separate teams, a total of 10.2 personnel make up both of the Sales/Marketing teams (i.e. 5.1 personnel on each team). Of which, take direction directly from the Executive Management staff and from business line leaders on the Engineering/Tech teams that consist of 11 personnel for each of the eight teams. Human Resources operates with a total of five personnel that focuses on business operations, finances, and personnel management, of which take their direction from Executive Management based on strategic and tactical plans layout by leaders for execution in order to meet existing and newly added mission objectives. Lastly, Program Managers lead the Engineering/Tech teams with a total of 10.1 personnel on the roster.
With this lean MVP approach, 3DR can quickly make business decisions without having too much of a lag during the decision making process from so-called corporate bureaucracy (i.e. red-tape).