While the organization is maturing and developing processes, policies, and systems, some of the workflows become a proprietary and distinct competitive advantage of the organization. The strategy-driven KPIs are an organizational key to success and should be developed early in the second and third level of maturity.
Without clearly-defined proprietary competitive advantage differentiation, consolidation may not achieve the growth outlined in the roadmap and vision of the organization.
Burnout prevention may be the organization’s core competitive advantage and will unite the front line staff around this vision.
The workflows and proprietary tools of de-novo and franchise may be different from consolidators that are built through acquisition, but the value of differentiation is similar.