Inspira Group
From fast growth without a shared direction to a corporate strategy, sharpened business strategies and an organisation that follows what the business demands.
A fast-growing group with multiple business lines
Inspira Group operates in IT and internet business, with a team of around 180 employees. The group is led by Branimir Gajić, co-owner and CEO. It brings several business lines under one roof.
Over the course of the engagement, the group's annual revenue grew from €6.5M to €10 million. That pace is good news for owners, but also the point at which strategy and the organisational framework easily start to lag behind the business.
The group had grown through opportunities rather than a clear strategic choice. That's natural in the early stage, but it becomes a constraint once the number of business lines and people passes a certain size.
Growth faster than strategy
Growth revealed that the group lacked a shared framework to direct where energy and capital are invested. The symptoms were concrete:
- The group grew faster than a unified corporate strategy could take shape.
- Several business lines competed for the same resources, without clear priority criteria.
- The individual business strategies weren't sharp enough or connected to the direction of the whole group.
- The organisational structure had grown alongside the business, so it didn't always follow what the business needed.
- Without a shared framework, growth spent energy in several directions at once.
Diagnostic as risk assessment
The diagnostic wasn't a list of activities but a risk assessment. For each finding we determined what it meant for the group's ability to grow.
Growth without a shared strategy High risk
The group grew faster than it could define a shared direction. Without one, each line moves at its own pace and the group slowly dissolves into disconnected parts. Left unresolved, growth would increasingly consume resources instead of building value.
A lack of criteria for priorities High risk
Decisions about where to invest resources were made case by case. Without a framework that compares opportunities, resources go where the noise is loudest, not where it matters most. As the group grows, that inefficiency multiplies.
The organisation lags behind the business Medium risk
The structure wasn't designed around the strategy but inherited from an earlier stage. That mismatch slows decisions and makes coordination between lines harder. Over time it becomes a brake on further growth.
A transformation in five phases
The project covered the strategic direction of the whole group — from corporate strategy and sharpening the individual business strategies to the organisational design that supports them.
Diagnostic
Challenge. Before any decision we had to understand the economics of each business line. Done. We assessed the group, its lines and how it makes decisions, and determined where value is created and where it leaks. Effect. An objective basis for strategic choices was established, instead of making them on impression.
Corporate strategy
Challenge. The group lacked a shared direction. Done. We defined the corporate strategy and the criteria for priorities and resource allocation. Effect. Decisions stopped being individual and became part of a framework.
Business strategies
Challenge. The corporate direction had to flow down into each line. Done. We sharpened the strategy of the individual lines and connected them to the direction of the whole group. Effect. Each line gained a clear role in the portfolio and its own priorities.
Organisational design
Challenge. The strategy could only come to life through a structure that supports it. Done. We aligned the organisational structure, roles and responsibilities with the strategy. Effect. Overlap was reduced and decision-making sped up.
Implementation and managing growth
Challenge. A strategy is worth only as much as it is executed. Done. We translated it into daily decisions and resource allocation, aligning the owners around priorities. Effect. Growth stopped scattering and began to concentrate on the moves with the greatest effect.
The building blocks of the transformation
How the company works today
Revenue growth wasn't the aim of the transformation but its consequence. The most important change happened in the way the company works.
The numbers confirm that the system works:
Growth without a shared strategy
A corporate strategy and clear priorities
The values shown are rounded to protect the client's confidential data.
Where the company is today
What changed in the way the company is run
- Growth through opportunities
- No clear priorities
- Scattered business strategies
- An inherited organisation
- Energy in several directions
- Direction in the owners' heads
- Growth through strategy
- Clear priority criteria
- Sharpened business strategies
- Organisation aligned with strategy
- Focus on the greatest effect
- An aligned ownership direction
"Working with Đorđe helped us shape our corporate and business strategy."
Lessons for growing family businesses
Strategy before structure
Organisation and resources only made sense once the direction was defined. The strategy was set before touching the structure, so later changes had a clear criterion.
Two levels of strategy
A group with several businesses needs both a corporate direction and sharpened strategies for each line. Separating those two levels, while connecting them, kept the group from dissolving.
Criteria instead of individual decisions
The greatest effect didn't come from one big decision but from clear criteria by which all subsequent ones are made. Resources began to go where it matters most.
Owner alignment
A strategy the owners don't share stays on paper. A shared ownership view on priorities gave the strategy durability beyond a single document.
Discipline of implementation
The strategy was translated into daily decisions and the way resources are allocated. Without that step, the document would have had no effect.
Find out what is limiting the growth of your family business today
The diagnostic isn't a sales meeting. It's a structured analysis from which you leave with a clear picture of where you stand, what the biggest risks are, and what's needed to move into the next stage of development.
A methodology proven in dozens of family businesses in manufacturing, trade and services across the region.