Tag Archives: Resource

How Do You Address Employee Departures? Four Points

Situation: A CEO is concerned that three members of the R&D Team recently left the company. All were in their late 20s and were close. All three cited receiving better offers from another company. They have been replaced by what the company considers better talent. The CEO is concerned about the impact of this turnover on company morale and performance. How do you address employee departures?

Advice from the CEOs:

  • In working with Gen Y through Millennial employees, it may be necessary to adjust expectations in terms of employee loyalty, work ethic and longevity. Younger generations have a different perspective. Learn from this and adjust expectations accordingly.
  • Be frank with new employees up front. Plan their career progression out 36 to 48 months, and during this time give them great training. If they are interested in the company and career progression beyond this, discuss options with them.
  • Use outside resources to do a 2–3-month post-op on the three who left, as well as to help monitor employee attitudes on an ongoing basis.
    • The outside resource can conduct interviews by telephone, on a confidential basis, to assess the reasons why the employees left once emotions have died down. This resource should only provide summaries of the interviews without identifying which past employee said what. This will prompt them to be frank about their feedback. This can yield valuable lessons.
    • Similarly, use an outside resource to conduct confidential telephone interviews with random current employees on a periodic basis. Let employees know that they will be contacted by an outside agency on a random basis, and that their responses will be confidential. The purpose is to better respond to employee needs in the work environment. This will help to assess whether the departures were an extraordinary event or whether they are an early warning of more systemic challenges within the workforce.
  • The increased salary requests of those who left may be symptomatic of a “boom and bust” economy.
    • When things are heating up, and through an employment peak, there is increased pressure to raise wages, accompanies by increased turnover among employees who believe that they can make more elsewhere.
    • Most companies who are able to survive successive boom and bust cycles do not respond to the wage pressure, knowing that each boom is followed by a bust. Those who inflate their wages to keep up often end up dying during the bust.

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How Do You Align Vision Among Leadership? Three Approaches

Situation: The CEO of a software company finds that she and her #2 don’t have the same vision for the company concerning objectives and what is required to reach these objectives. In addition, key employees are reaching retirement age. The company needs to bring in new employees to learn the skills of those who will retire. How can these challenges be addressed? How do you align vision among leadership?

Advice from the CEOs:

  • Consider the following approach:
    • Add 1-2 people and bring them up to speed within the company so that they can step into the roles of the employees who are nearing retirement.
    • Focus the CEO’s role on creating the development outline and priorities, assisting in closing significant sales opportunities, participating in industry seminars to publicize the company’s capabilities, and guiding administration and finance.
    • Focus the #2’s role on assuming a greater role in new software development and customer support and have this person delegate and oversee internal technology development and code maintenance.
  • In pursuing this approach take the following steps:
    • Buttress the CEO’s skills with another developer who knows the key software, and who can maintain this for the company long-term.
    • Shift development from individual efforts to a collaborative atmosphere to ease and speed integration of new code into the company’s software.
    • Reduce the CEO’s day-to-day administrative role.
    • Increase the #2’s role in software development and reduce focus on maintenance and internal technology.
    • Add an additional resource in sales/marketing to boost company growth.
  • How to Get There?
    • Allow the #2 the latitude to start developing some of his own ideas for new tools or products.
    • Bring in a “marriage counselor” to assist the CEO and the #2 to define a common understanding.
    • One focus will be to establish that they clearly respect and value each other’s talents and contributions. The other focus will be to work through objectives and requirements where there has been difficulty reaching consensus.

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Where Should You Focus the Business? Four Recommendations

Situation: A company has experienced limited growth and profitability for the past five years. It is also short of resources. They have invested a lot of time and effort in a new technology which has yet to bear fruit. The CEO seeks advice on the company’s future direction. Where should you focus the business?

Advice from the CEOs:

  • Continue to support BOTH business – the core product line and the new technology – but rearrange priorities to boost revenue and profitability growth. Simultaneously, focus new R&D investment in the company’s core product. This has three principal benefits:
    • The company’s primary expertise is in its core product line. This product is its principal source of revenue and has the greatest potential for profitability and growth.
    • R&D and start-up production of new iterations of the principal product is less resource intensive than the new technology.
    • Further, sales of the core product are far less cyclical than the market for the new technology, and therefore more promising to a small, niche company.
  • Looking at this recommendation sequentially, the group recommends that the company:
    • Continue to sell the current product line a well as existing complimentary products to maintain revenue and profits.
    • If additional work or resources are needed to mature the new technology, have someone else take the lead role in R&D and private label the technology for the company.
    • Focus all new R&D investment on improvements to the core product.
    • Refocus market research on current and potential customers for the principal product line to determine their greatest needs to guide product line innovation.
  • The company needs access to advanced equipment to support development of the core product line. Consider creative ways to gain access to this equipment at little expense.
    • Look for advanced equipment that is available at distress or liquidation-sale prices by companies who made poor investment decisions.
  • Find a partner that wants to focus on the new technology, but who also wants and needs the company’s expertise in its core product line.
    • The company focuses on the core line; let the partner develop the technology.

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How Do You Transition to a New CEO? Four Strategies

Situation: A company founder was advised by her Board to help them hire a CEO with more experience to run the company. This new CEO is now in place. As the founder gains more experience, the Board has indicated its willing to consider her as CEO. How do you transition to a new CEO?

Advice from the CEOs:

  • Become the fire hose! Build a tight relationship with the new CEO and together build the future strategy that will enable you both to win.
    • Others will focus on past issues. Keep your approach and advice positive. Position yourself as a partner, not an adversary. Emphasize your supportive and collaborative capacities.
    • Become the new CEO’s go-to person: trustworthy, objective, knowledgeable, reliable. Nurture the development of chemistry with the new CEO.
    • When the new CEO asks what needs to be done, produce the plan. Leverage your knowledge and expertise to become his greatest resource.
  • Enlist the CEO’s support of one or more of the focused strategies that are already in play within the company. Build the support of the Board and focus on boosting company value to 2x sales. The Board won’t forget who produced the original initiatives.
  • You have more power than you imagine – both with the Board and the new CEO – due to your knowledge of the marketplace and the business. Use it wisely.
    • While there is a new CEO, the company has already been profitable and company operations are clean. The Board will remember this.
  • How do you boost the chances to eventually be named CEO by the Board?
    • Tie yourself very closely to the new CEO – be this person’s more important resource. Build and cement your position as his most important ally within the company. It will help you to gain his support for implementing your ideas.
    • Segue your relationship with the Board members to become the company’s next CEO.
    • At the same time, grow your successor within the company so that you will be ready to move up to CEO when the opportunity arises.

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Which Is More Important – Long or Short Term? Five Points

Situation: A CEO is concerned about long term trends versus short term volatility. While the business has done well over time, short term volatility has made it difficult to project both personnel needs and cost. As the company expands geographically these issues are becoming more critical. Which is more important – long or short term?

Advice from the CEOs:

  • Does the company find that capabilities are not fully understood until they get into development? In this case, is the problem with variables of schedule, budget or capability more important?
    • Going forward, evaluate each of these variables to determine which is having the greatest effect, positive and negative, on project performance and profitability.
    • If the problem is time constraints in the project planning phase, assure that sufficient time for project iterations is allowed in both the schedule and budget. It may be that the clients are not sure of what they want until they see a model, and that several iterations are required to assure that clients’ needs are satisfied. Plan and bid for this.
  • If fixed costs impact margins during dips between active projects, assure that enough fixed cost coverage is built into project bids to cover dips.
  • For geographically remote offices is the company’s issue a question of volume or resource cost or is it a pricing issue?
    • If it’s a pricing issue to stay market competitive focus initial activity where this issue is minimized. As market presence expands, add additional capabilities in phases according to the ability to cover costs profitably.
    • If it’s a resource cost issue use the same solution, adding resources according ability to cover costs profitably.
  • Build the company’s sales and marketing structure in phases while expanding into new markets. If sales compensation is base plus commission, vary commissions paid according to resource rates negotiated. This will tie sales incentives to negotiated resource rates and will help to assure that costs are covered.
  • Dealing with short term issues effectively will improve long term planning and profitability.

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How Do You Finance Site Expansion? Three Recommendations

Situation: A company wants to expand to new sites. It’s business model relies on high levels of customer service, with high customer retention and efficiency. The challenge is that the model is low margin, because only a few employees are billable. How do you finance site expansion?

Advice from the CEOs:

  • To evaluate profitability and start-up time create a low-cost prototype site to test the model and collect data.
    • Develop a template with a high likelihood of survival over the first 6-12 months when investment will outweigh income.
    • Consider a SWAT resource team to accelerate early success for new sites.
  • Key areas of focus:
    • Understand the value of the business. For example, is it:
      • Improving client operational efficiency?
      • Building the team?
      • Response time to client needs?
    • From experience define the most important variables for success:
      • What is front office, what is back office?
      • How important are the dynamics between key people? Is it better to hire key people as the number of sites expands or grow them internally.
      • Determine what is being sold, with a reasonable prospect of return – methodology or services?
  • Consider a franchise model. The model must show a reasonable return to the prospective owner, including the cost of franchise purchase and start-up costs.
    • As franchisor, it is important to know what this model looks like to a prospective franchisee; however, take care not to create a representation to which would be bind the franchisor as a promise.
    • A successful franchise should have a branded presence.
    • Offer potential franchisees a guarantee: if after one year the net costs to establish and maintain the site are below a certain level, the franchisor will credit the difference between their estimate and the actual net costs in Year 2.
    • MacDonald’s does not allow franchisees to choose store locations. Similarly, the franchisor can choose locations, determine the availability of key talent, select anchor clients, and develop a reasonable estimate of the value of a new franchise before selling it. This increase the value for the franchise sale and creates a more predictable ROI for new franchisees.

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How Do You Expand into New Markets? Three Perspectives

Situation: A CEO is evaluating a horizontal market development opportunity to markets related to their current market. There may be branding implications. The new opportunity focused on a different sector and can add business unrelated to current customers. However, the new opportunity will stretch current resources and potentially impact current business and service delivery. How do you expand into new markets?

Advice from the CEOs:

  • Pros:
    • Because the new opportunity utilizes known capabilities the company should be able to segue into the new market relatively easily.
    • Because the company is already familiar with security and other issues relevant to the new market, compliance should present no challenge.
  • Cons:
    • Consider the impact on company time and resources. Building any new business will challenge current priorities and will require a careful balancing of efforts to assure that both current and new customers’ needs are being met.
    • Build workload and service schedules for both existing customers and the effort that it will take to develop the new opportunity including the time needed to create and build new customer relationships. Take your best estimate of resource utilization for the new effort and double it, then ask whether your current staff and capacity can handle both markets. If the answer is positive, then you can be more comfortable with the decision to expand into new markets.
  • As you evaluate the new market opportunity, look at both anticipated and unanticipated but predictable challenges that customers may face over the next five years.
    • For example, is there misalignment between future challenges likely to be faced and the current expertise and skill sets of managers who will be tasked with addressing these challenges? If so, tailor the sales pitch for new capacities to address these challenges.
    • Are there existing mismatches between products and services currently offered in the new markets, and do proposed solutions help to address these mismatches? If so, there may be significant opportunities in addressing these mismatches across multiple customers within the affected markets.

 

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How Do You Make The Best Use of Your Board? Eight Thoughts

Situation: A private company has a Board of Directors that functions more as an Advisory Board than a traditional Board. For example, they do not have the power to fire or replace the CEO. The CEO wants feedback on how to interact with the Board, and how to work with them between meetings. How do you make the best use of your Board?

Advice from the CEOs:

  • Decide what you want from the Board, and clearly communicate this to the Members.
  • Treat the Board as a single entity – not as individuals. Avoid politicking individual members between meetings. Use the Board to drive decisions.
  • At your next Board meeting have a discussion with the Board:
    • Let the members know that you are concerned about whether you are using them effectively as a resource.
    • Lay out strategic elements to be dealt with over next period, and ask for their advice.
    • For example, if you are moving into a new market you need advice on how to succeed. Are they the right group to provide this advice? If not, what other expertise should be added to the Board?
    • Consider having this conversation in a special session of the Board.
  • Bring in expertise – if your industry has shifted, adjust the make-up of the Board to reflect the new realities. If you need to raise capital, look for expertise in this area.
  • Eliminate less productive members from the Board.
  • If you are looking at a new market, build an Advisory Board that is knowledgeable about this space, but who are not necessarily customers. Consider retired executives from companies in this market.
  • Additional needs that you might want to address either through your Board or an Advisory Board:
    • Financial expertise in new markets.
    • Where should you partner to make a complete offering or to supplement your offering?
  • Another CEO has a similar Board situation. In this case, the CEO makes it clear that Board members are expected to:
    • Make connections.
    • Assist in bringing in business.
    • Members are expected either to produce or they are off the Board.
    • Meetings are driven to a specific agenda with expectations of deliverables.

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How Do Small Companies Outsource Infrastructure? Eight Ideas

Situation: Start-ups and early-stage enterprises are typically both resource and talent constrained. The CEO of a start-up asks how others successfully outsourced infrastructure cost effectively and when they were early-stage so that they could focus on critical success factors and improve their opportunity to succeed. How do small companies outsource infrastructure?

Advice from the CEOs:

  • In the early stages of company development, outsource everything possible and focus our efforts only on the key functions.
  • In order to focus on the most important things first, decide what must be accomplished and when. Set priorities, establish key milestones and create a timeline to measure achievement. Celebrate your successes!
  • Identify the most important strategic foci within your business model and outsource everything else.
    • For example, use outside data centers instead of developing these yourself.
    • With the increase in Cloud-based options, early stage companies can do without the IT infrastructure that they used to need. Just be careful to safeguard your intellectual property!
  • Attend relevant meetings and functions to learn about existing and available capabilities. Look for local networking opportunities relevant to your market.
  • Incubator sites have developed in a number of high tech centers. These are designed to cover infrastructure needs at a reasonable cost so that founders can focus on product and service development.
  • Hire a virtual assistant – you can find these locally using a Google search.
  • Take advantage of lower cost labor and enlist younger, less experienced labor to manage databases and clean records.
  • Set up a wiki for information. This exchange is free and you can tailor it to your needs. It is permission-based; you can find it at pbwiki.com.

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Where Should a Company Focus – People or Cash? Four Thoughts

Situation: A small company sells consumables as its primary source of revenue and profit, and produces equipment associated with these consumables. Their challenge is that designing and producing equipment is beyond their financial capacity. They have a small, loyal staff engaged in equipment production. This is a critical trade-off that must be resolved. Where should the company focus – people or cash?

Advice from the CEOs:

  • This product/profit combination is common. HP sells printers and ink, as well as other products, but ink cartridges have long been their primary source of corporate profit. The question is how to produce the associated equipment at the lowest cost?
  • Given the shortage of financial resources, why not asks a company with expertise in equipment to build the equipment on a contract basis?
    • Offer the outsource company the designs and expertise to support the project. That company may even hire your employees who have developed expertise in this area.
    • In return for providing design and guidance, ask the contract company for a percentage of the revenue or profit on equipment that they sell. This relieves you of the payroll and cash obligations for the equipment, and provides you with a modest income stream from equipment sales.
  • There is an obvious question of how the small company retains its intellectual property position. Is it possible to look at critical sub-assemblies and retain the expertise within the smaller company to complete and install some of these?
    • If so, this will boost annual revenue. The contract partner completes all but the most critical pieces, and the small company finishes the product with its technology.
  • The small company, through its sales and marketing efforts, should maintain control of leads and sales of both equipment and consumables.

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