Every business has only 3 objectives:
1. Sell it (whatever it is);
2. Install it (provide the service, product or installation); and
3. Count it (financial implications, which includes how you price your offering, cash, profitability, etc.)
Everything else in business, including family members, banks, customers, employees, outside regulatory agencies, the economy, or the plethora of amazing obstacles thrown up by non-performers in business, are just items that need to fit into the overall process and objectives for the three main objectives. In other words, business owners should NOT change the process of the 3 main “legs on the stool”, but rather, make the individual components or people fit the overall plan, or change the people and components.
My goal is to find companies where I can make a difference, both strategically, and by playing a major role in defining and implementing processes. Consultants who spend more than 10% doing any level of transactional tasks, detail data entry, or setting up the weekly check run, cannot have an impact on strategy or process at any meaningful level. I have been able to make significant change in many companies, but only when empowered by ownership to make change.
1. Sell it (whatever it is);
2. Install it (provide the service, product or installation); and
3. Count it (financial implications, which includes how you price your offering, cash, profitability, etc.)
Everything else in business, including family members, banks, customers, employees, outside regulatory agencies, the economy, or the plethora of amazing obstacles thrown up by non-performers in business, are just items that need to fit into the overall process and objectives for the three main objectives. In other words, business owners should NOT change the process of the 3 main “legs on the stool”, but rather, make the individual components or people fit the overall plan, or change the people and components.
My goal is to find companies where I can make a difference, both strategically, and by playing a major role in defining and implementing processes. Consultants who spend more than 10% doing any level of transactional tasks, detail data entry, or setting up the weekly check run, cannot have an impact on strategy or process at any meaningful level. I have been able to make significant change in many companies, but only when empowered by ownership to make change.
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