Organizing for Expansion

I’m now into my 4th decade as a Hubbard Management Consultant. Over the years I’ve analyzed over 1,000 businesses to pinpoint areas that could be improved organizationally. While there is a great deal of technology on how to do this, there are vital fundamentals to know—use to improve any business or organization, and they are rooted in the following from L. Ron Hubbard.

“Organization is the subdivision of actions and duties into specialized functions.

“One can organize a series of actions to be done by himself or herself. This would consist of seeing what has to be done, doing what one can do first and then the remainder as a feasible series of events, all to accomplish a final completion of a cycle of action which forwards one’s assigned or postulated purposes.

“A group is organized so as to permit flows and accomplish specialized actions which are completed in themselves and from which small actions or completions the group purpose, assigned or specialized, is forwarded or accomplished.”

There are some of points I have observed that need to be stressed with most business professionals in order to get an area or an entire business organized.


To improve production in any activity one must first analyze the actions involved or list out each step to be done in their exact sequence.

Walk through the sequences of action, noting anything that doesn’t make sense or any actions which are omitted. If you are noticing the overall production is bugged, look at each step, in sequence, to locate which step fouls or hinders the ones that follow. Picture these steps like dominoes lined up to fall down in some complex arrangement. If there is one flaw in the lineup, the following pieces won’t tumble down.

If you are doing something new, then work on the sequence until it makes complete sense, but as this is only on paper, you will have to test it out fully in the real world as well.

Take a private medical practice for example, and assuming you already know how to deliver your high-quality services, the sequence would possibly go like this… What actions are needed to acquire new patients? What do you do exactly at in-take? How do you schedule? How do you ensure schedules are kept? How are patients moved into delivery? And how are they then set for their next appointment? How do you improve arrival assurance? And finally, this is one of the most important but often forgotten—the one which can help boom your company: How do you get this patient to refer you more patients?

Each of these major steps could be botched up and then adversely effect the next step in line. Take the time to get a good clear LOOK at each step, and correct the ones which contain flaws. You can do this for the whole operation, or any one piece of it separately.

How do you tell if you have corrected the right thing? Simple! If the production you expect is now being accomplished routinely, you have it! If not, go back and follow the above actions again.


Once you know your entire sequence of actions you could then checklist these for inspection purposes. “Management by checklist” is an excellent way to do things!

One BIG tip. DO NOT ask people if they are doing the steps! WATCH, LOOK and SEE what they actually do! Most will tell you “of course”, but when you actually look you’ll discover they are not doing it quite right.

You will find much IS being done correctly, and you must acknowledge this. Acknowledgment of the correct actions are more important than complaints about the flaws.

I have analyzed companies I knew very little about by having each member of the team show me in sequence what they do, and then followed who/where they routed their work to, then followed the sequence going to the next person and doing the same.

It becomes evident when we discover areas of double work, incorrect sequences, actions that don’t belong, actions taking too long, missing tools, knowledge, etc.

So if you find your staff not producing well enough, go look and see what are the exact sequence of steps needed to obtain the required levels of production. Then work out to get them done efficiently, professionally and in sufficient volume from start to finish.

May the flaws fall away allowing prosperity to reign! And… when you have a happy customer, get them to refer you additional business!


PS. You can apply this information to most anything—cooking, mechanics, art, business, and even marriage.

Craig Ferrara

Craig Ferreira is Chairman & CEO, Survival Strategies, Inc., a Hubbard® Administrative Technology Consulting firm.Craig is a proud recipient of awards from The Professional Consultants Association, The Physical Therapy Alliance for Quality, The Advanced News Magazine’s Support of Excellence in Private Practice, The Board of Education Glendale U.S.D., and recipient of the WISE International Lifetime Achievement award. As a management consultant for 30 years he has consulted and trained over 4,000 privately-owned businesses/clinics.
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