Creating a recession-strength company requires a non-collusive approach to managing your business.
Many bosses and boards are collusions of mediocrity where a comfort zone has become the norm and, even though there may be certain kinds of honesty allowed, fundamental issues become no-go areas for conversation or challenge.
These can include:
– challenging the core business concept of the product or service (often involving the risk of upsetting the original business founder or product or service inventor
– challenging the leadership style of the directors and key managers (“We” are, at least in part, the cause of this problem
– challenging poor and outdated investments in technology and systems (for we might be deemed to have screwed up)
Because of this lack of challenge, key building blocks for being recession-strength are not in place and much change is made “over there” as leaders and managers try to over-project the problem causes onto:
– business processes
– staff lower down
– customers and suppliers
Of course, it is not an either-or situation.
This intervention, available as a short briefing to the board, as a half or one/two days workshop, really gets to grip with the forces that are killing off the business. The attempt is nothing less than revival, to save the company’s life is possible. It looks at:
– all of the root causes that are sapping the recession strength
– checking for a collusion of mediocrity
– looking at ALL of the costs and resource drains on the business
– looking at genuine blockages to passionate, committed leader, staff, customer, supplier and investor engagement with seeing the business through tough times.
Some of the methods include:
– a collusion breaking revisit of the core business product and service concept
– a past, present., future audit of the personal and organisational biography (with focus on the senior management team and directors)
– a thorough and “involutionary” resource audit (involving all) of the company’s resources and how they are deployed and engaged (money, energy, people, technology and space
– “zeitgeist” check to se how the company meets real needs, tapping into the “spirit” of its market
The process isn’t easy, but it is skillful and leads to:
– an authentic reality check (half day)
– anchored identified actions (one day)
– a workable vision for the months and also years ahead. (two days)