Southern Illinois organizations face distinct challenges
Owner-led businesses and regional organizations in Southern Illinois often operate with processes that evolved organically over years. That creates stability challenges that most consultants overlook.
Processes built around founders
When operational knowledge lives in the owner's head, growth becomes constrained and succession becomes risky. We document the "how we actually do things" that exists only verbally.
Legacy systems held together by workarounds
Systems that have been in place for decades often work — but only because specific people know how to work around their limitations. We map dependencies before they become failures.
Informal processes that "mostly work"
The absence of documented procedures doesn't mean chaos — it often means institutional knowledge. But it also means fragility when key people leave or circumstances change.