Too many Owner/Managers believe that having a strategy is a luxury only large group companies can afford. But anyone making the effort to create one will undoubtedly see the benefits in the form of a company committed to sustainable growth, able to mobilise its employees around a unifying project. So why can’t that be you? …
Growth is determined by method and potential, rather than led by market conditions. And in an SME it is above all, linked to the goals of the Owner/Manager: their ability to be forward-thinking and to make the growth of the company the No. 1 objective from which all else flows. ANY SME IS CAPABLE OF …
POPULARISED BY ISAAC GETZ IN 2009, CAN THE TERM “LIBERATED COMPANY” APPLY TO AN SME? FIRSTLY, WHAT IS A LIBERATED COMPANY? As you will see from the many articles on the subject, the concept of a liberated company is based on the idea that employees are best placed to know what to do internally to …
Here are three key ideas to guide you to success: call on an external consultant to make your thinking more productive; be detached, but don’t ignore the detail; and finally, don’t concern yourself with macroeconomics: the No. 1 advantage of an SME is that it can escape the underlying trends of the market. SWIM FASTER …
Which SME has not dreamt of an annual growth of 20, 30 or even 40%? However, there are dangers with such a pace, the main one being to misjudge the “growth thresholds” at which the organisational structure, the teams and the daily work processes need to be adapted. Let’s explain: Whilst nobody wants stagnation or …
don’t try to fix stagnation by re-structuring: ORGANIsATIONAL PROBLEMS ARE MOST OFTEN solved by GROWTH. Some businesses are just coasting. This doesn’t mean that they are in a nose-dive, but simply that they are stagnating. Turnover is no longer improving, profitability is imperceptibly reducing, employees and the Owner/Manager are becoming demotivated (the two often go …
