From fast growth without a shared direction to a corporate strategy, sharpened business strategies and an organisation that follows what the business demands.
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 revealed that the group lacked a shared framework to direct where energy and capital are invested. The symptoms were concrete:
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.
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.
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 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.
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.
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.
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.
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.
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.
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.
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.
"Working with Đorđe helped us shape our corporate and business strategy."
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.
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.
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.
A strategy the owners don't share stays on paper. A shared ownership view on priorities gave the strategy durability beyond a single document.
The strategy was translated into daily decisions and the way resources are allocated. Without that step, the document would have had no effect.
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.