For an example of the importance of timing of management decisions related to growth and returns see:
The Sales Learning Curve
by Mark Leslie, Charles A. Holloway
Harvard Business Review Article
12 pages. Jul 01, 2006.
Our Unique Approach
We employ a practical way to understand and influence growth and the underlying drivers of business returns.
Why we approach problems differently
While simplicity and the quick fix may seem appealing, complex systems resist simple solutions. A band-aid solution can hinder growth by hiding the real way forward. For example, hiring for "formula-driven sales" while still validating a Go To Market strategy. This can result in missed sales or having to replace key personnel.
Instead of searching for problems to fix, we identify the stage the person or system is in now. We endeavor to understand what is happening, or “trying to happen.” From this vantage point we can see more clearly (often surprising) opportunities.
Imposing ideals doesn't work. We draw from well-known "habits of highly effective companies", but we tap the wisdom already resident in your organization for information about what's really needed next.
We explore options for change and growth appropriate for your system’s maturity. Then we facilitate the discovery and development of viable solutions via rapid prototyping and incorporation of new behaviors and corresponding organizational architecture.
For more information about predictable, developmental "crises" and what might be helpful to navigate corresponding life cycle thresholds, download the paper to follow:
Understanding Life Cycle Stages
by Mitch Saunders. 3 pages. 2007.
We employ a practical way to understand and influence growth and the underlying drivers of business returns.
Why we approach problems differently
While simplicity and the quick fix may seem appealing, complex systems resist simple solutions. A band-aid solution can hinder growth by hiding the real way forward. For example, hiring for "formula-driven sales" while still validating a Go To Market strategy. This can result in missed sales or having to replace key personnel.
Imposing ideals doesn't work. We draw from well-known "habits of highly effective companies", but we tap the wisdom already resident in your organization for information about what's really needed next.
We explore options for change and growth appropriate for your system’s maturity. Then we facilitate the discovery and development of viable solutions via rapid prototyping and incorporation of new behaviors and corresponding organizational architecture.
For more information about predictable, developmental "crises" and what might be helpful to navigate corresponding life cycle thresholds, download the paper to follow:
Understanding Life Cycle Stages
by Mitch Saunders. 3 pages. 2007.