Nov 21, 2014 | Governance, Leadership, Management
Courtesy www.cartoonstock.com
Planning is a fundamental building block of success, but planning like everything can be done well, and done poorly. Poor planning is probably worse than no planning, as having done the planning, the expectation is that the “do-do” will not hit the fan, so when it does, the impact of the surprise can be devastating.
So, a few tips for planners:
- Always test assumptions, and ensure that to the extent possible, a wide range of variables have been considered, quantified, and tested.
- Remove ambiguous and flowery language, all that does is camouflage accountability
- Abandon templates that substitute for thinking. Templates that aid thinking by assisting the process of covering most of the bases can be very useful, but once they substitute for thinking they can be disastrous. Often the difference is a fine line.
- Make planning iterative and inclusive. I really like having a rolling 3 month planning cycle which is long enough to collect useful measures of effectiveness, but short enough to adjust in close enough to real time to be able to grab opportunities, and mitigate unexpected challenges. I also like having front line staff involved in some way, as often they are the ones that pick up the whispers well before they become evident in the numbers.
- Ask difficult and confronting questions, particularly those that relate to scared cows, ingrown processes, capabilities required, and possible competitive reactions to what you are doing.
Get planning, and when you need some critical thinking, drop me a line.
Nov 17, 2014 | Management, Small business
About the most common management advice I have both had, and been given over 40 years goes something like:
“Have a To Do list, update daily, and stick to it”
Many variations, but basically make a list, ensure the list is up to date, relevant, and helps manage your most valuable resource, Time.
I have always struggled with the “list idea” despite knowing the value, trying hard, and advocating it to others. Problem seems to be threefold:
- Short attention span,
- Curiosity,
- Connecting dots.
My more picky friends and colleagues have always accused me of having the attention span of a mozzie on speed, and being overly curious about all sorts of things, often unconnected directly with the task at hand. However, having been picky in those two areas, they also concede that the best stuff I come up with is usually when I connect otherwise unconnected ideas, things, or people in some unpredictable way.
Somebody I know vaguely, and ran into in a cafe last week has always had a similar problem, which he has solved, he tells me with a very simple strategy, that also relies on a list.
A “Don’t you bloody dare” list.
A list of things stuck on the wall of his home-office that commonly distract him, from looking at emails immediately the inbox “pings” to having an “excuse” not to make that difficult phone call, not completing a task he has set out to do just because the result is not due for another few days, to just staring out the window.
It is a simple hand written list, using his own brand of the vernacular, and he swears by it, reckons it has increased his productivity by 25%.
Sounds like a great idea to me.
Oct 15, 2014 | Change, Management, Strategy
There is no such thing as “equalibrium”, just constant change.
I have a mate who is an academic economist, a really smart guy used to arguing a point of view, and with a box of stats on call to support any contention he makes, alternatively to pull down anything that runs contrary to his argument.
He is very convincing.
An ongoing debate has been around the nature of management, and particularly marketing in the face of the changes that have been wrought by the digital revolution. His view, if I can summarise, is that the forces that have emerged will find a new point of equilibrium, and it is our task as managers to identify that point, minimise costs on the path towards it, then be in a position to leverage for the maximum outcome when it is reached.
Economics 101.
My contention is that the assumption that an equilibrium will be found is flawed, and that the better analogy is the ecosystem, constantly evolving and changing in response to the adjustment of the forces that interact on the inhabitants, and the better strategy is to assume that everything will change, some things over night, some with a bit more lead time, and the forces that are interacting to drive the changes are not necessarily evident from wherever it is you sit.
My evidence, in contrast to his is all anecdotal and perspective, challenging for an econometrician.
Often I refer him to the antitrust suit brought by the US government against the “monopoly” that Microsoft had, an action that was finally binned by President Clinton. The equilibrium argument suggested that the Microsoft empire would endure and continue to crush competitors, and that the brakes had to be imposed externally, when the reality is that Linux came along, followed by the rise and rise of Apple, emergence of Android, and within a very few years Microsoft was relegated to the role of an also-ran, albeit one with a mountain of cash.
Enterprises of any type and size that fail to accommodate the ecosystem metaphor, preferring to rely on an emerging equilibrium that they can leverage is in for a long wait, and ultimately a visit to the insolvency practitioner, unless of course they are a public body in which case the just continue to cry poor, and suck at the teat of the taxpayer.
My conclusion therefore is that there is no new equilibrium on the horizon, continuous and pervasive change is with us and the only thing that will change is the speed of the changes themselves, and our ability to respond.
Planning to disrupt your apparent equilibrium, the existing business model that has served well is a confronting undertaking, but a necessary one for commercial survival. A depth of experience an understanding of the traps can save much heartache, so I would be happy to apply my experience to help navigate a path.
Sep 25, 2014 | Management, Marketing, Social Media
There are lots of so called “measures” that get touted as being able to deliver useful insights into the effectiveness and productivity of investments made in Social Media. Many tell you nothing of value, and are often misleading, but because they are easy and obvious, are often the ones used. Measures such as friends, followers, number of posts, even quasi mathematical ones that measure nonsense like the ratio of followers to followed are touted, but really tell you nothing of value, nothing that assists the process of building the returns from your investments.
However, there are three measures that will give a very good view of the productivity of your investments, the first two are easy, the third takes more work and understanding, but nevertheless can be accessible to even a small business without great technical and financial depth.
- Conversion rate. Not necessarily to a sale, but to something that you are asking visitors to do. Download a whitepaper, enter a contest, comment, offer a suggestion, etc. This requires the receiver of the message to actively participate, and take an action, to be converted in some way. The word “engagement” is often used in this context, and is a reasonable simile, but can mean different things to different people, so is more “fluffy”
- Amplification rate. This is just the number of shares, retweets, reposts, and embeds, and backlinks that an individual piece of content generates, and the rates overall of what you achieve. If your first level contacts amplify for you, over time, their contacts become yours, and evolve into your sales funnel.
- Financial value. This is obviously the holy grail, and there is no way I know to measure easily, but it is the reason most of us invest out time and resources in Social Media. Setting out to create a measure requires that you build a picture of your sales funnel, and have sufficient sensitivity in your data to be able to follow a prospect from the lead generation stage through to a transaction. This can be done with the integration of CRM and web analytic tools, but is generally pretty challenging for small businesses. However, if you know your average sales cycle times, sales numbers, and track the investments made in Social Media, you can get a reasonable picture using excel.
Being without a simple, and consistent way of measuring the impact of your investments when the tools are available and easily deployed should never be tolerated. The days of “black box” marketing are well and truly over.
Sep 10, 2014 | Change, Governance, Management, Sales, Strategy
Courtesy Hugh McLeod
http://gapingvoid.com/2014/02/26/how-to-be-successful/
In life, and all its aspects, business, social , relationships, there are no shortcuts, just easier and simpler ways of doing things. It is just that it takes time and effort to find the easier, more productive, and value additional way.
The rules for success are the same in every context.
- Understand the selling process. Business, pleasure, social, you are always selling, a point of view, activity, feeling, yourself. Always selling!.
- See through the eyes of the other person. Again, customer, partner, casual acquaintance, it does not matter, it simply is better to see yourself as others see you, rather than just as you see yourself.
- Have a deeper understanding of whatever it is you are talking about than those to whom you are talking. If listeners are to get any value from listening, they need to think that there may be something of value for them, and that you know something they don’t, otherwise, why would they spend their valuable time on listening. Another of my old dads pearls of wisdom: “If you can’t say anything useful or sensible, keep your trap shut.”
- Seek ways to simplify. Our world is increasing complicated, finding ways to simplify even small bits of it are enormously valuable. Finding a way to reduce the friction to get a better, more valuable to someone outcome is the competitive advantage of the 21st century. Most things are done the way they are done because that is the way they have always been done. Not a good idea for the future.
- Start anything you do with the end in mind. This enables you to manage by compass, rather than by a map, which enables flexibility, agility, and room for the unexpected, serendipitous, and wonderful to emerge.
- Be nice. Nobody likes being around jerks, so be nice.
Sounds easy, but in fact it is very hard, that is why so few people are able to find the success they would like, and in many cases, deserve.
Call me for a confidential discussion about how to best leverage your opportunities.
Aug 28, 2014 | Customers, Governance, Leadership, Management, Small business
Small businesses make up the vast majority of business numbers, make a huge contribution to economic activity and health, but most do not last 5 years.
Over 20 years of observing small businesses as a contractor and consultant, I have seen a modest number of factors that the successful businesses, those that last the distance and deliver good financial returns over an extended period, set out to manage in a very deliberate way.
- Your time is the most valuable resource you have, and is non renewable, so outsource as much as you can to free up your time. It does not matter if you outsource to an employee, or to someone in the eastern bloc, it gives you back your time. Always ensure you retain control of the things that are at the core of your value proposition to customers, that is where your valuable time should be spent.
- Make yourself redundant. When the business runs without you, it is successful, You can then do what you want, but have the income stream coming in to allow you do what your want. The old cliché of working on your business rather than in your business is a cliché for a reason.
- Deliver value to customers first. Most business owners earn the most from their business the day they sell it, so do not become too emotionally involved with the idea of owning the business, be in love with what it can do for you by delivering value to customers.
- Find a niche and own it.
- Leverage the talents of others, there is always someone who can do something better than you, find them, and leverage those talents. On the flip side, do not allow low performers to persist, as it not only enables under performance in their role, but it sets a low bar for the others who can see that non performance is acceptable.
- Automate the day to day stuff as much as possible, and it is possible to automate almost everything these days. This requires time and effort up front to ensure there are robust and repeatable processes, but pays off in spades in very quick time.
- Always be curious, about what your customers are doing, and why, what your competitors are doing, why and how, and what is happening in domains outside yours that may be applicable to your domain in some way.
- Be generous. It pays off. Generosity engenders a feeling of obligation, and in this day of commodities and transparency, having someone feel they owe you a favour is very valuable.
- Have a plan, so at the very least, you know the point from which you have departed.
- Interrogate your business model routinely, as the pace of change is such that the optimum way of extracting value may not be the way your are doing it currently. The Business Model canvas is a great tool, and it is not so silly to keep drawn up on an A3 pinned to your wall to take post it notes with thought s as they occur to you, and others.
- Measure progress to wards objectives. Too many measures are as bad a too few, the challenge is to get the right measures, measuring the things that really measure progress, not just that something is done.
- Watch and manage the cash.
None of this is easy, or comfortable, but as I look around at successful SME’s, they are all employing at least 5 or 6 of these strategies. I would recommend that you do a relatively simple assessment of each parameter, measure yourself, and use that measure to identify areas to target for improvement. Simple spider graphs are very useful as a visual tool for recording progress.
Happy to have a yarn with you about how an outside resource may be able to assist the process.
