Management

Predict, Then Project

The vast majority of my readers use the calendar year as their fiscal year. That means that on December 31st, they close their books, add up the score, then begin a new year. In sports you are not supposed to be thinking about the next game until the current game is over, but in business we don’t have the luxury of waiting. The things we need to do to succeed in the coming year often require our attention well in advance. Will your business grow? Should you hire more employees? How much new capital should you invest? And, what results do you expect from these actions? Continue reading

Leveraging Outside Workforce for Profit and Growth

This is a three-part series introducing a business practice embraced by many successful companies – How to leverage outside workforce to generate more growth and profit for your business. Relax, I am not going to tell you to ship jobs overseas or move your payroll to a professional employer organization (PEO). The real opportunity is to become more nimble, responsive, and creative in the pursuit of profitable growth. A key to that success is the effective use of third-party intellect and execution.

Continue reading

Bad Revenue and Good Choices

If all revenue is good, then you never have to say No. Every customer is valid target. Every RFP is worth pursuing.   You won’t have to work as hard to find opportunities, because every opportunity is good. You will need more salespeople, more designers, more estimators, more draftspersons. The only dis-qualifier for more revenue is, “We are too busy,” which as every sales manager knows will incite rebellion on the sales team. So, you hire more people. Continue reading