In part one of this article, Greg Heinemann, who was recently appointed CEO of Metro Mold & Design (MMD; Rogers, MN), explained how a family-owned business learned to adapt to the challenges of growth and articulate a sustainable value proposition. Here in part two, he explains the importance of breaking down silos in a growing company and why it's important to learn to say no.
Over the four decades of Metro Mold's growth, the company developed significant breadth to its capabilities and services as it responded to customer requirements and implemented new technologies. However, Heinemann noted that it was "like seven or eight small companies" existing in silos rather than one $40 million company. "I thought I'd see a lot of cross pollination among these groups, but I only saw that in one or two areas," he says.