<a href="http://egroup.jasonmangone.com/wp-content/uploads/2013/08/Growth.jpg"><img class="alignnone size-medium wp-image-8588" alt="business growth" src="http://egroup.jasonmangone.com/wp-content/uploads/2013/08/Growth-300x255.jpg" width="300" height="255" /></a>
(photo courtesy of The App Home)

We're growing.

<a href="http://www.prweb.com/releases/2013/7/prweb10946079.htm" target="_blank">Microsoft </a>sees it. <a href="http://www.inc.com/profile/egroup" target="_blank">Inc. Magazine</a> profiles it. <a href="http://egroup.jasonmangone.com/about/careers" target="_blank">Job seekers</a> notice it. <a href="http://www.postandcourier.com/article/20130218/PC05/130219249/egroup-expanding-another-month-another-tech-firm-grows-into-new-officehttp:/" target="_blank">The Post &amp; Courier</a> publishes it.

On behalf of the entire team I can say each one of us is ecstatic, and wants more. It's a better position to be in than the alternative, right?

That said, accelerated growth naturally creates "growing pains" to which no business is immune—including eGroup. As a senior member of the US-based team in my previous job, where the company found itself on a high growth trajectory in the mid 2000’s, I experienced many of the same challenges then that we do now. A few observations:
<h2><b>Growth equals change.</b></h2>
Accept it. Adapt. And continue winning. I say that somewhat in jest, but it's mostly true. Leaders must realize that the new distractions and outside forces that manifest themselves as you quickly grow are not necessarily controlled. Success is based on how you respond to these new forces and build them into your quarterly and yearly plans.
<h2><b>Growth requires new internal processes.</b></h2>
It's no longer sufficient to run your financials in an Excel spreadsheet saved to the finance director's desktop, or to schedule your support team meetings through Outlook invites. You're a "big boy" now, which requires new systems and processes—especially for managing cash flow, which is sometimes neglected during accelerated growth phases. Make sure you have named leaders to ensure that these new ways of doing business are communicated and socialized effectively, adopted, adhered to, and continually relayed to new team members as they join.
<h2><b>Growth needs imagination.</b></h2>
We often say, "What got us here will not get us there." So, be open to learning new ways to service customers or to communicate with employees, for example. The old school approaches may not be sufficient for the new markets you're serving, and the speed at which the business is moving. Be imaginative and creative.
<h2><b>Growth is evolutionary.</b></h2>
As a result of hyper growth, the business model will undoubtedly evolve—new offerings, strategies, infrastructure, and operational processes. In the same vain as new core systems, the successful businesses will have specific leaders own these changing aspects to ensure they're implemented (smoothly) and with little disruption to the customer.
<h2><b>Growth is a time suck.</b></h2>
Often times, you'll find that your daily calendar is filled with meetings addressing the day's priorities—err, fires. This is part of corporate life, but ensure you free up enough time on a weekly basis to "think" and not just simply "work." What I mean by this is the leaders must think about what's next, and brainstorm to prepare for the next phase of growth—whether it's next quarter, or next year.

I know there are PLENTY more challenges and outcomes of accelerated business growth, but these are just the ones that immediately come to mind. What have been your experiences? How did you continue to address your growth challenges and win?