Get Serious about creating an effective business development plan!
Jim Weber – Managing Partner, ITB Partners
Jim Weber is President of New Century Dynamics Executive Search, and Managing Partner of ITB Partners, Management Consultants. He will be presenting “The Three Pillars for Success.”
This webinar is designed to help you if you are trying to attract new clients/customers, looking for a new full-time job, or considering a career as a Freelancer.
ITB Partners is a Consortium of independent management consultants providing high value-added solutions to your problems. For more information, please visit our website at www.ITBPartners.com
I landed a new client this week, referred to me by another of our coaches. The client, John, had recently purchased a franchise for an online business. He reached out to us because he’s having trouble generating revenue. John’s an occupational therapist. This is his first experience as an entrepreneur; however, he has the presence of mind to know that he needs help. As we were getting to know one another over the phone I asked about the training he had received from the franchisor. He provided a brief overview but admitted that he wasn’t comfortable with some aspects of the Brand’s training, especially regarding customer acquisition. That revelation gave me a clear direction for our first meeting. There is obviously a disconnect between John’s desire to have a business and his willingness to follow the franchiser’s model for success. To be helpful, I must understand his rationale for acquiring the franchise compared to his personal strengths and interests.
After reflecting on our conversation, I thought of another friend and former colleague, Susan. I recall that Susan and I left a previous employer at the same time. She immediately signed up for a seminar to help her chart her next career move. One important topic of the seminar was achieving self-awareness. After the seminar, she told me that her biggest revelation was that she was not meant to be in sales, that she should look to further her career in a staff function. That made sense to me. Later, she told me that she had taken a position with a major financial services company as a Financial Advisor, a euphemistic term for sales. Of course, she wasn’t happy in that role and soon moved on.
You’ve probably noticed that people employed in the same occupation have similar personalities and interests. The differences become more evident when one considers vastly different occupations, like engineers and people engaged in the performing arts. Consider the personalities of salespeople as compared to librarians or academics. Or, more to the point of my work, employees compared to entrepreneurs. The most significant attributes of entrepreneurs include creativity, passion, persistence, optimism, and decisiveness. They are also independent, confident, and disciplined. These attributes make sense to me given the risks assumed by entrepreneurs. Any given line of work will have the greatest appeal to a specific type of individual. To the extent that you “know yourself,” you will be in a better position to choose an appropriate career path.
It is said that knowing who you are, self-awareness, is of critical importance for a successful life. So, what does one need to know about oneself to achieve self-awareness? In business, companies begin their strategic planning cycle by conducting a SWOT Analysis. SWOT is an acronym for strengths, weaknesses, opportunities, and threats underlying the planning process. These four areas of interest are evaluated against the competition. They may continue their internal assessment by evaluating their capabilities, i.e. market penetration, distribution network, financial resources, adaptability, intellectual capital, R&D, etc. The evaluation of these attributes and issues will result in strategic options to consider and ultimately a three to five-year plan.
Achieving self-awareness for an individual involves a similar process. Taking stock of one’s skills, strengths, and weaknesses is easily understood. What are you good at doing? Additionally, one should be familiar with their belief system, including values, interests, and the general direction you want to take in life. What is important to you? What motivates you to get out of bed in the morning? Understanding the personality types that give you energy as opposed to those that zap your energy may be important. What situations do you find stressful and try to avoid, compared to those you find exhilarating and attractive? Fortunately, there are diagnostics to help you understand yourself, such as the Myers-Briggs Type Indicator (MBTI), Predictive Index Behavioral Assessment, Birkman, and Minnesota Multiphasic Personality Inventory (MMPI). One of the benefits of these diagnostics is that they provide general guidelines as to occupations that align with your personality and interests. To the extent that you are aligned with your work’s occupational requirements and skill set, you will have a greater likelihood of success and happiness. If you haven’t had an opportunity to take one of these diagnostics, or if significant time has passed since you did, I recommend that you do so. In doing research for this post I found several articles that present thoughtful questions to help you better understand yourself. Links to some useful articles are included hereinbelow.
In “The Art of War,” Sun Tzu restated the already established axiom, “Know yourself, know your enemy, and you shall win a hundred battles without loss.” Socrates said that the unexamined life was not worth living. When asked if he could be more specific, he replied: ‘Know yourself.’
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Jim Weber, Managing Partner ITB Partners, founder of New Century Dynamics Executive Search and the author of “Fighting Alligators: Job Search Strategy For The New Normal” presented “The Three Pillars For Success” to The BENG Atlanta Chapter in August.
This discussion is meant for career-minded professionals who are gainfully employed, or between situations, and independent business owners looking to become more successful.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Join Us for the August Atlanta BENG Chapter Meeting featuring Jim Weber
Jim Weber – Managing Partner, ITB Partners
Jim Weber, Managing Partner ITB Partners, founder of New Century Dynamics Executive Search and the author of “Fighting Alligators: Job Search Strategy For The New Normal” will be joining our BENG Atlanta Chapter in August. Jim will be presenting: “The Three Pillars For Success”
This discussion is meant to career-minded professionals who are gainfully employed, or between situations, and independent business owners looking to become more successful.
The Atlanta chapter of the Business Executives Networking Group (BENG) is a multidiscipline, independent group of job seekers, those currently employed and business networkers, who are willing to help others. Current membership includes mid to senior-level executives with over ten (10) years of business experience. Past attendees have come from the financial management, information technology, legal, manufacturing, engineering, transportation, logistics, distribution, and general management industries. We actively seek new members from all disciplines.
Monthly meetings are structured to help each member get the maximum benefit.
BENG Networking Meetings:
Are approximately two hours in length.
Are typically held monthly.
Range from 10 to 30 attendees, but the average is 20.
A skill-building presentation.
Allows each attendee 30 seconds to introduce themselves, talk about their background and expertise, and to present their Target Companies and networking needs.
Please bring business cards and your marketing plan if you have one.
Networking meetings provide members with an opportunity to sharpen their networking skills, meet peers from various disciplines and share business opportunities and job leads.
Erica McCurdy to present to AMERICAN BUSINESS WOMEN’S ASSOCIATION MONTHLY LUNCHEON (AUGUST)! Follow this link to register! https://lnkd.in/eMrNBUC
AMERICAN BUSINESS WOMEN’S ASSOCIATION MONTHLY LUNCHEON (AUGUST)
You can learn more about Erica and her business and family practices at www.McCurdySolutions.com and www.ATLDIV.com
About this Event
Join the American Business Women’s Association for their monthly lunch and learn series. You will be treated to our guest speaker, Erica McCurdy.
Let’s spend 30 minutes together to QuickStart the process of growing your influence, increasing your opportunities, and MAKING MORE MONEY leveraging the power of LinkedIn. We will begin with a quick group activity to learn how to fast-track connecting in a group setting, and move through refining your profile, developing connection strategies, and taking the skills you already have and use on Facebook, Instagram, and Twitter, to make them work for you in the structured world of LinkedIn.
Integrating the best in coaching, psychology, goal-setting, and accountability, Erica McCurdy has earned a reputation for being one of the best coaches in the Metropolitan Atlanta area. She is an active member of Forbes’ Coaches Council and a credentialed member and mentor coach for the International Coaching Federation (ICF). As a Master Certified Coach, she holds four specialty coaching certifications: Certified Professional Master Coach; Certified Business Coach; Certified Group Coach; and Certified Youth, Parent, and Family Coach. Erica has been recognized four years in a row as a “best of” business in her industry, listed four years running as a “Top Atlanta Coach” by Experteer, is an instructor in the ICF Core Competencies, and is a proud coach and mentor for the Navy SEAL Future Foundation. You will find her regularly featured on MSN, US News, Recruiter.com, Forbes, Business News Daily, Fox News.com, Elite Daily, Best Company, SparkHire, AARP Life Reimagined, LiveStrong, GoodEveryDay, Money For Lunch Radio show, Money Nomad, FlexJobs.com, Bustle Magazine, and more. In addition to her executive career, she has founded several start-ups including her favorite, Georgia Sanitation, Inc. which she sold in 2006. A native Atlantan who is committed to her community, Erica is a passionate Rotarian, Paul Harris Fellow, a member of the National Society of Leadership and Success, and a past president and sustaining member of National Charity League.
You can learn more about Erica and her business and family practices at www.McCurdySolutions.com and www.ATLDIV.com
While engaged in recent networking activities I became acquainted with a Senior Consultant assigned to the Atlanta office for a National Outplacement Company. He had heard about ITB Partners and wanted to learn more about our program. During our discussion, I asked about their activity level, given that the economy has improved, and unemployment had reached a historic low. I was somewhat surprised to learn that their business was still strong. He said that, notwithstanding the strength of the economy, many companies are reorganizing their workforces to better serve their customers and achieve a competitive advantage. I found this interesting and made a mental note to explore the issue further as I thought it would be a good topic for an article. Two weeks ago, my health-care-consultant-friend and colleague, Faith told me that she had just finished an engagement to help a client through a major reorganization. That triggered the memory of my conversation with the Outplacement Consultant so I asked her if she would like to collaborate on a blog post. I find it interesting to learn how large companies endeavor to maintain a competitive advantage as we transition further into the Digital Age.
Executing a restructuring program is a complex endeavor that includes the risk of lawsuits and unintended consequences. The risk profile increases with the scope of the program and the number of employees affected. To minimize risk, major companies create a comprehensive plan that justifies the business case for the reorganization; evaluates alternatives to achieve their goals; and establishes criteria for employee termination or reassignment. The Corporate General Counsel is a key player to ensure compliance with Federal and State Laws. Additionally, the plan will include an analytical process to ensure that the impact of the reorganization doesn’t disproportionately affect protected classes of employees. A labor economist can perform this role. The written plan and documentation of the reorganization is necessary if required to defend a lawsuit.
Experts in the field of Corporate Reorganization advise their clients to think creatively when considering a reduction in force. This intrigued me as I’ve witnessed the failure of many reorganizations. Often, projected benefits were never realized as they were offset by lost productivity and poor customer service, ultimately dampening brand value. From my perspective, lost institutional knowledge wasn’t adequately considered which led to subsequent re-staffing, including a certain number of rehires.
Talking this over with Faith, she told me that her client had set an objective for a 10% reduction in workforce (RIF) and process improvement realignment (PIR) effective January 1, 2020. The median years of service for their Care Advocates are eight years. During those years they’d learned how to navigate internal systems and politics, providing maximum value to the company and its clients. In response to the directive, the client wants to ensure that their Care Advocates are happy and fulfilled in their current position. Furthermore, they want to retain their institutional knowledge to the extent possible.
It is essential that their employees are engaged and thriving as that brings about the best patient outcomes. People thrive when they can contribute and receive value. The most significant contributors are those who feel appreciated and part of a greater good. They identify with the organization and what it’s trying to accomplish. It means the organization functions efficiently, with higher productivity and lower cost. So, it’s imperative that employees are in the right position and feel appreciated for the effective use of their talents.
Faith said the RIF/PIR process began by offering all employees an opportunity to take personality profiling diagnostics to unlock suppressed interests. This information helps dedicated Senior Recruiters direct them to opportunities in other departments. These Recruiters will connect them with other hiring managers and inform them of relevant postings on internal job boards. A structured communication strategy was designed to keep the Care Advocates informed of the status of the plan. Finally, Care Advocates receive assistance if they want a severance package to seek opportunities outside the organization.
To summarize, Faith said that corporate realignments can be challenging.
Management is well advised to minimize risk by retaining as much institutional knowledge as possible. Employees should ensure they are contributing to their position and to the overall mission, vision, and values of the organization. If they lack a personal sense of fulfillment, they should consider looking for other positions inside or outside the organization. The Health care sector embraces change. Motivated employees should do the same.
For further reading on Restructuring and Reduction in Force, check out these articles.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Contributed by Leslie Kuban, President of FranNet in Atlanta
Michelle and Ryan Kinsley are a dynamic young couple who always envisioned themselves as business owners. They were focused on finding a business that would be right for their newly growing family but overwhelmed with so many options. With Ryan’s background as a government analyst, he knew how to do the research, but decided he needed someone with the right franchising experience to help.
In just four months’ time, Ryan moved to a new city, bought a new house, welcomed his first child and invested in his family’s future through franchise ownership. How DID he do it?
What drove you to make the leap from a seemingly secure career position to the entrepreneurial unknown?
Ryan: My wife, Michelle, and I had been married for about a year. We were still living in a 1-bedroom apartment in downtown Atlanta when we found out that we were expecting a child. We realized that we needed to make some life decisions quickly so that we would be ready when our child arrived. At the time, I was extremely burned out in my position with the government. I had been reading books for over a year on franchising and small business. After talking with my wife, I decided to reach out to FranNet to explore franchise opportunities.
What were the most important factors in deciding on the business you ultimately chose?
Ryan: With a child on the way, Michelle and I knew we wanted to get out of the hustle and bustle of city life. We both grew up in medium-small cities in Georgia, so we wanted to raise our child in a similar environment. Finding a business that would work in one of our desired areas was a major factor. I also wanted to find a business that would allow me to attend my child’s activities and life events. Finally, finding something with somewhat traditional work hours so that I was not always working when my wife and child were at home.
You and Michelle just welcomed your first child…how did you think about the timing of starting your family and the timing of going into business for yourself?
Ryan: We bought our first house, started a business, and had a child all within four months. We joke that if our marriage survived that, we can make it through anything. As I mentioned, the baby was a driving factor in getting this business started so I wanted to get everything up and running as far in advance of the baby coming as possible.
How are you managing so much change at once – a new business and a new family member?
Ryan: As the owner of Monster Tree Service of Athens, I tell everyone that all my time is now spent with either the big monster or my little monster. I put a lot of time into running my business and raising my child, but I don’t do it alone. I made sure to hire experienced, driven employees who are self-sufficient and can troubleshoot many of their own problems. Because of this, I am able to focus on the most important issues in growing a company. It goes without saying that I couldn’t do any of this without Michelle and the support of our friends and family.
What advice would you give to young families like yourself wanting to start their own business?
Ryan: Be sure to do your research! I can’t stress that enough. Read books, talk to business owners, contact a franchise consultant, and find the end of the internet before you commit to starting your own business. The right franchise consultant will help you find the right fit for you and your situation. I reached out to Leslie Kuban at FranNet of Atlanta because she has many years of experience in the industry, knows my local market and is a franchisee herself. She took my wants and needs and generated a short list of opportunities that she felt would fit my goals. She never pressured me in any direction, and she was always available to help with any concerns I had.
“You will be scared,
but you will also know when you have found the right opportunity for you.”
Do you think he was talking about franchising, new home ownership or the joys of his new family? Perhaps all of the above. Happy Father’s Day from FranNet!
If you’d like to explore whether business ownership is right for your family, give us a call today at 770-579-3726 or take our free Readiness Assessment at frannet.com.
Leslie Kuban is a nationally recognized franchise industry expert, CFE (Certified Franchise Executive) and Market President of FranNet in Atlanta; a locally owned and operated franchise consulting firm.
Leslie and her team have helped close to 500 individuals and families achieve their dreams of business ownership through a no-cost, extensive educational and coaching process. Her personal experience as a franchise owner provides a unique perspective to help her clients assess their real opportunities, risks, and timing to make sound decisions.
Join Us for the June Atlanta BENG Chapter Meeting featuring Michael Q. Parker who will speak on the topic:
“How To Look When You’re Looking”
About Michael Q. Parker
Michael Q Parker
Before serving as President of Dressed To Deal, Michael held executive marketing and general management positions at leading global companies including Cox Enterprises, General Mills, and Laureate Education.
Michael is a frequent speaker at several local job networking ministries including Roswell United Methodist Church’s job networking program. In addition, Michael presents to clients of global outplacement companies including Right Management and Lee Hecht Harrison.
His workshop, “How To Look When You’re Looking” is consistently 5-star rated by participants. Here’s a quote from one of his past workshop participants… “I took away some great tips which I have previously overlooked or never thought of as a big deal. I will be sure to work on all my rough edges with regards to my visual presentation going forward.”
Michael’s talk is part workshop and part motivational speech with something for every job seeker. You’ll leave with actionable tips to improve your interview presence and increase your chances of getting the offer.
The Atlanta – Business Executives Networking Group (BENG) is a non-profit networking organization for mid to senior level professionals with over 10 years of business experience. BENG provides its members with:
A supportive atmosphere of high-value, face-to-face networking opportunities.
Relevant professional contacts for the unemployed, employed and self-employed.
An emotionally supportive environment for those in career transition.
Education and assistance for those members desiring to build, maintain or expand their professional network.
Click here to learn more about becoming a member and joining BENG.
Recently, a number of info-graphics comparing the habits of successful people to those that aren’t, landed on my Pinterest feed. A few of their points spoke to reading as opposed to watching television and a zest for continual learning as significant differentiating factors. Although I couldn’t disagree, I didn’t pay it much attention until a recent conversation with my friend, Faith. She was excited to tell me that she had just received a tuition reimbursement check from her employer. As she is working to complete a college degree, she is making good use of her company’s education assistance program.
She continued, saying that she valued that benefit and planned to take full advantage of the program. I agreed with her thinking and complimented her employer for offering the benefit. However, I lamented that too many employers have scaled back on their training programs and lack cultures that reinforce the benefits of life-long learning. Naturally, we agreed that it was a topic I needed to explore further.
A few days later, Dennis, an alumni buddy, and I were enjoying our cigars and adult beverages, talking about cars. He told me how another friend, John, got him interested in doing his own car repairs. John showed Dennis how to research the issue, find the right parts, and make the repairs. Over time, he gained confidence as he accumulated experience. He has resolved many maintenance issues, like replacing brake pads and rotors, saving a lot of money. This is a skill set he developed with a little encouragement from a friend. I know that he takes pride in this ability which gives him great satisfaction.
On the other hand, I am reminded of a colleague who had no interest in learning how to use a Personal Computer. It was a time when PCs were moving rapidly into the workplace but before the introduction of laptops. He told me, “why should I know how to use a PC, that’s why I have an assistant.” The irony is that the PC replaced the administrative assistant, except for the more senior level staff. I often wonder how long it took him to catch up to his peers?
Much has been learned about the brain that supports the value of lifelong learning. A healthy body and sound mind is the key to a long and happy life. The brain is like a muscle, either use it or lose it! Learning is like any other skill that requires practice. With practice one masters the subject. Lifelong learning or continual learning is an attitude, a mindset. If one believes in the importance of learning new information, or skills they will make the effort to pursue that course. If not, stagnation may develop, putting one’s career in jeopardy. As a commercial enterprise is a collection of people, an organization, it follows that it would benefit from continual learning. Building a learning culture is a viable strategy to keep employees interested and engaged, supporting innovation and productivity improvements. A learning culture creates competitive advantage.
I am a big fan of YouTube. The variety of their videos seems to be endless. Among others, I have viewed programs to improve my efficiency with Office 365, manage my websites, develop landing pages to build my contact database, and facilitate greater exposure for my brand. My time on YouTube has increased my productivity in so many areas that I’ve become an addict. The point is, YouTube is a free service. It’s a platform for brands to build customer loyalty by training to maximize the utility of their products. Tuning into YouTube seems to be a ‘no-brainer,’ for individual learners, and for employers.
It is all too easy for professionals to get into a rut, going on autopilot as it were, as the vicissitudes of daily life take president. Companies are no different. They develop successful business models and continue executing that formula, sometimes without noticing the changes happening around them. Brands that maintain long term relevance, do so by listening to their customers. They Learn. The best brands know that their employees are their customers too.
Creating a learning culture really isn’t difficult. One small change can spark a virtuous cycle of change. Providing education benefits to employees is a good step toward creating a continuous learning culture. At the end of the day, however, it’s the responsibility of leadership to build a culture for success.
Thank you for visiting our blog.
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About 20 years ago, I produced a diagram showing that there are 3 interconnected supply chains: The Physical, the Informational and the Financial. All three, of course, interconnected and feeding off each other.
This interconnection is important. The quicker you get information into the transaction set from physical activities, the quicker you get an ASN and the quicker you get a POD and can invoice your customer. Time is money.
There was also much talk about Global Inventory Visibility. We dreamt of the ability to know what was inside each box on a pallet, but the private batch processed networks and lack of internet-driven transactions made this a pipe dream. I remember discussing with a client in the late ’90s whether we could know within seconds at the UK HQ whether an item had been sold in a store in Tokyo and immediately pulse out a replenishment shipment that same day. Of course, today we would say: “no brainer, we can!”; back then, the lack of inter-connected systems and batch processing of file exchanges made this a dream scenario.
So, where does Blockchain come into the picture? Firstly, it is important to define what we mean by Blockchain. There are two pieces to Blockchain when it relates to supply chains. One is the distributed on-line ledger that enables one to track the work-flow process from PO to an approved A/P transaction on the buy-side and a sales invoice into A/R on the sell side.
A recent article described Blockchain as an open, distributed ledger that can record transactions between two parties efficiently, securely and in a verifiable and permanent way.
Some of the key elements of Blockchain were explained by Iansiti and Lakhani in a recent Harvard Business Review piece:
Users of a Blockchain have access to all the data so that no one person has control over the information
Each record is linked to the ones before it, once entered any alteration would create a snowball effect in the blockchain. Algorithms are employed to ensure the accuracy of the data.
There is no need for a centralized entity, for example, a bank, individual transactions can be executed directly.
Each user has a password to access the blockchain, each user can share their personal information or remain anonymous. (Ed. I differ with this last point because, in my opinion, and as explained above, we need a full audit trail on each transaction).
So, let’s focus on the transactional work-flow process side initially, the Distributed Ledger. Transparency is becoming increasingly important for retailers; more and more people want to know how and where goods are made. This goes hand in hand with ethics and sustainability. For retailers to understand if they are operating in the most sustainable way, if the products they buy are made in the factory they believe it to be, they need to know information about the supply chain. Blockchain can help with this type of data tracking. When transactions occur along the supply chain, a digital record occurs at each step, thus providing a full audit trail.
Consider how business works today. Keeping ongoing records of transactions is a core and necessary function of any business. Those records track past actions and performance and guide planning for the future. They must, however, operate as an event manager and keep a fully detailed history of who made changes and when. Many organizations have no master ledger of all their activities; instead, records are distributed across internal units and functions. The problem is reconciling transactions across individual and private ledgers takes a lot of time and is prone to error.
In a blockchain system, the ledger is replicated in many identical databases, each hosted and maintained by an interested party. When changes are entered in one copy, all the other copies are simultaneously updated. So as transactions occur, records of the value and assets exchanged are permanently entered in all ledgers. There is no need for third-party intermediaries to verify or transfer ownership.
“Smart contracts” may be the most transformative blockchain application. These automate transaction approvals as negotiated conditions are met. For example, a smart contract might send a payment to a supplier as soon as a shipment is delivered, and the 3-way match is completed. If the product had a GPS beacon, it would automatically log a location update that, in turn, would trigger receiving data. Some IoT devices can even record if there was a change in temperature or shock damage.
When the Internet cloud emerged and started achieving widespread use, technologies like XML were predicted to replace EDI. Rumors of the death of EDI have been greatly exaggerated. The short answer is that EDI works. Companies have invested in it over many years. It may well have been moderately painful to get it up and running, but now it works. Even today, a certain set of core EDI messages (around the buy-sell-ship-pay transaction lifecycle) have and continue to enjoy widespread adoption and are almost universally required by major retailers and manufacturers. It is very prevalent in the Freight Forwarder community. The good news is that Blockchain feeds of all of these data sources.
Consider the situation today with B2B networks: Suppose a given supply chain process involves a buyer, seller, and third-party logistics provider. Today, information flows between these entities are typically one-way and point-to-point, either through EDI or XML-based messages or other mechanisms, such as API-based interactions. It is often the case that a buyer and seller might exchange certain messages, but an intermediary logistics service provider doesn’t see those messages. Or a seller and logistics provider might exchange certain messages not exchanged with the buyer. Events representing the exchange of B2B documents, for example, could be recorded on a blockchain and made visible to all participants in a supply chain process. In addition, blockchain could record supplemental events, such as those provided by IoT and smart devices, providing a more detailed synthesized record of all information flows. The actual exchange of B2B documents that occurs today can continue to operate as is, and a blockchain could simply provide a shared visibility “overlay.”
Such platforms will save the global shipping industry billions of dollars a year by replacing the current EDI and paper-based systems, which can leave containers in receiving yards for weeks. What if tariff codes, classification data, origin information, import and export certificates, customs values, clearance status, and all further required information about goods were available for all involved parties to access and complete through one unique ID, anywhere and anytime, and protected against manipulation thus delivering the same significance as certificates, seals, and signatures?
Permissioning inside blockchain gives you the confidence that you can control your information and grant access only to those you want to grant access to.
Lakehill Partners has a long history of systems integration and business process redesign. Let us help you manage the way forward.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
I landed a new client this week, referred to me by another of our coaches. The client, John, had recently purchased a franchise for an online business. He reached out to us because he’s having trouble generating revenue. John’s an occupational therapist. This is his first experience as an entrepreneur; however, he has the presence of mind to know that he needs help. As we were getting to know one another over the phone I asked about the training he had received from the franchisor. He provided a brief overview but admitted that he wasn’t comfortable with some aspects of the Brand’s training, especially regarding customer acquisition. That revelation gave me a clear direction for our first meeting. There is obviously a disconnect between John’s desire to have a business and his willingness to follow the franchiser’s model for success. To be helpful, I must understand his rationale for acquiring the franchise compared to his personal strengths and interests.
While engaged in recent networking activities I became acquainted with a Senior Consultant assigned to the Atlanta office for a National Outplacement Company. He had heard about ITB Partners and wanted to learn more about our program. During our discussion, I asked about their activity level, given that the economy has improved, and unemployment had reached a historic low. I was somewhat surprised to learn that their business was still strong. He said that, notwithstanding the strength of the economy, many companies are reorganizing their workforces to better serve their customers and achieve a competitive advantage. I found this interesting and made a mental note to explore the issue further as I thought it would be a good topic for an article. Two weeks ago, my health-care-consultant-friend and colleague, Faith told me that she had just finished an engagement to help a client through a major reorganization. That triggered the memory of my conversation with the Outplacement Consultant so I asked her if she would like to collaborate on a blog post. I find it interesting to learn how large companies endeavor to maintain a competitive advantage as we transition further into the Digital Age.
About 20 years ago, I produced a diagram showing that there are 3 interconnected supply chains: The Physical, the Informational and the Financial. All three, of course, interconnected and feeding off each other.