Does any of the below apply to you?
You want to start your business
You’re bogged down in daily details and have lost sight of the big picture
You want to grow your business
Your market is changing, or your products are getting outdated
You need to improve productivity
You want to sell or otherwise exit your business, but your management team is reliant on your daily involvement
If so, you need CHANGE and I can help!
It is estimated that 90% of organizations are not working from a plan.
- Most of these do not have a clear vision regarding the desired FUTURE STATE of the organization
- They are lacking a STRATEGY to achieve their objectives
- They don't have a detailed ACTION PLAN for executing those strategies, or
- They are struggling to effectively and consistently EXECUTE that action plan, hence the good intentions don't happen
If you want to START, GROW, prepare for EXIT, or otherwise CHANGE, or IMPROVE your business or organization, and you need help to do this in a structured manner, then you have come to the right place!
Help you develop a TRANSFORMATION PLAN
Help you set up a manageable ACTION PLAN
Support you and your team with EXECUTION of your Plan, and IMPLEMENTING the targeted Improvements
Facilitate quarterly and annual REVIEWS of your Plan
BUSINESS vs STRATEGIC vs TRANSFORMATION Plan
What's the difference?
Generaly used by start-ups to obtain funding
Usually not an actve document - Passive
Often associated with expensive documents, created by large accounting firms
Often become "Strategic Plan On Top Shelf" (SPOTS) - Passive
Execution often lacks
Simple, internal document, no bells, no whistles
Includes Action Plans to achieve change
To be shared with the entire company
Designed to be executed - Active
Many Small-Business owners have no desire to spend days on an extensive plan.
I get that!
My preferred template is therefor the Transformation Map.
The T-Map provides a 1-page overview of your long term goals (BHAG), 2-5 year corporate goals, 1 year functional/department goals, high level strategies for each, and some priority actions.
The T-Map is ideal for sharing with your staff, so that all know what's going on, where the company is going (try sharing a 30-page Strategic Plan....), and thus, why they are being asked to participate in certain projects.
Transformation Plan: development and execution rhythm
It has been universally accepted that maintaining a fixed monthly - quarterly - annual rhythm is the most effective way to create sustained change.
Discovery Meeting (No Charge)
Discuss your objectives
Agree on how we will collaborate
Develop your Transformation Plan
Critical thinking about your BHAG (Big Hairy Audacious Goals)
Define your 2-5 year corporate goals on the road to your BHAG
Define your 1-year goals for all functions in your organization
Define broad strategies to reach your 1-year goals
Start building an Action Plan, incl 3-month objectives (your "Rocks")
Monthly Task Review
Follow-up on your monthly progress, and adjust where needed
Define your next 1-month priorities and tasks
Review, celebrate your achievements
Define your next quarterly objectives
Review your Plan as a whole. Are we on track? Is your BHAG still valid?
Review, update your 2-5 year corporate goals
Develop new 1-year Goals
Update your Action Plan accordingly
One-on-One with owner and/or select team members
Group sessions with your Management Team
Guided Peer Group with other Small-Business owners
One-on-One Coaching Sessions
Have a structured agenda:
Your biggest current concerns
Your latest achievements
Progress with your Transformation Plan
Weekly / Bi-weekly (recommended)
Business Planning Workshop / Retreat
Hear WHY a written plan is important for your business success
Learn HOW to write a Transformation Plan
START your own plan
Most of us know SMART Goals.
However, the world changes all the time, our interests change, competition is fierce, technology is moving with lightning speed.
"SMART" is therefor not good enough anymore. We need to Evaluate our Goals, and Revise them if needed:
Note of caution: SMARTER is not equal to SOS!
Evaluating and Revising our Plan on a regular basis (e.g. during your 1-year reviews) is different from changing direction all the time.
This is referred to as Shiny Object Syndrom, or SOS.
SOS is when Owners or Managers are jumping on each and every request for a new product or feature, frequentlly change target markets, sales channels and so on.
Stay away from SOS!
SOS kills resources & time. Above all, it demoralizes your staff.
SOS also causes confusion with your clients, vendors and other partners & alliances.
Preparing the business for your EXIT (Sale or Succession)
When people are talking about Succession Planning and Exit preparation, it is usually about financials, tax planning and legal consideration.
The Operational side is often overlooked: is the business actually sellable?
Many small businesses never sell, or they fail about 6 months after the transition. A major contributor to this is the reliance of the business on the owner's daily involvement: the owner makes all the decisions, is the only one privy to key knowledge or processes, the management team (if there is one) is not well developed, etc.
My objective is to help you improve the VALUE and SELLABILITY of your business. All I may touch on all Value Drivers listed below, the core focus of my work is in particular on the first three.
Key Business Value Drivers
Reliance on Owner
Reliance on select Clients or Employees
Systems and Processes
Financial Performance & Reporting
Growth & Growth Potential
A Business Owner's Disaster Response Plan
Two things are certain in life: taxes and death. With regards to the latter, we use life insurance to provide financial support for our spouse, and a last will to document the preferred arrangements regarding children and estate.
However, if something bad happens to a small-business owner, what does this mean for the company, the employees and the surviving spouse?
Can employees and vendors be paid?
Can critical (bank, internet and other) accounts be accessed?
Does somebody have contact information for key partners (lawyers, accountants, shareholders)?
Is someone aware of the owner's business agreements and liabilities?
Is the management team able to run the business?
If these and many other issues have not been dealt with in advance, it may well result in the business having to close, with all kinds of unintended and undesirable consequences.
What To Do About This
The above described problem can be mitigated by preparing a “Business Continuity Plan”.
This can be a simple document that lists everything of importance for the relevant stakeholders to continue the business in case of permanent or temporary incapacitation of the owner. This includes information critical to running the business, but may also contain instructions not addressed in the owner’s will, business-deals-in-progress, details of life and other insurance policies, ideas for strategic moves etc.
A “Business Continuity Board” is a small team comprising shareholders, select management team members and/or external trusted advisors that is dedicated to ensuring the continuity of the business until permanent arrangements are in place.
Most owners will agree that they love their spouse and children, and that they deeply care about their employees and business partners. Preparing a Business Continuity Plan and appointing a Business Continuity Board is an effective way to turn that affection into a legacy, just in case disaster strikes.
Connect with me if you're interested!