Two globally respected analysts were recently polled on how they would get the shine back on a declining Yahoo if they were appointed chief executive of the business. They had notably polarized views on what they felt to be the company’s challenges; hence they prescribed equally different remedies.
Right or wrong in their estimate, each would not be alone in the growth conundrum arena that faces many business decision-makers today. The one analyst thought that Yahoo’s biggest problem was a lack of competitive technology, something that has seen the company fall rapidly behind the likes of Google. His assertion was that the solution lay in bringing a new hard-hitting technology product.
The second analyst attributed Yahoo’s lackluster performance down to what he thought was an outdated business model that was rendering’s Yahoo’s product offering seemingly weak relative to that of its peers.
If the above wannabe CEOs were given further room to develop the turnaround business case for Yahoo, the capital and human resource commitments to make each plan happen would be significantly different.
The risks pursuant on each option and its set of actions would be day and night apart and generally the execution of each recommendation would take different timelines to produce results. One and not both options would build a decidedly better Yahoo while the other would compound the problems of a company already in trouble.
Fortunately for the two analysts, the Yahoo story is a hypothetical case that was played out in a control environment.
For the immediate-past incumbent CEO at Yahoo, Carol Bartz, the growth conundrum cost her the top job after being released for failing to restore web service company to its former glory. Growth for a once No1 Internet search engine, has suddenly become the highest stakes game, summed up by the Chairman of the board’s statement of intent; The board is “committed to exploring and evaluating possibilities and opportunities that will put Yahoo on a trajectory for growth and innovation and deliver value to shareholders,”
Such is the growth question’s significance that it separates star CEO’s and boards from pretenders. Now than ever before, the growth bull’s eye has become an increasingly elusive target to hit. Mistakes in the pursuit of growth can be costly, in some instances hard to come back from especially where such growth involved capital projects or acquisitions.
If earnings have flat-lined and the share prize tanked, chances are the business now needs an injection of new energy, but where should your organization start given the complex array of issues to take into account and deal with?
Naturally, business is cyclical due to constantly changing market and competitor conditions. Periods of boom are punctuated by slow spells as businesses adjust to changed conditions. Intelligent executives work hard to prolong the boom cycle, while they strive to limit the onset of slow spells.
Should they occur, as they inevitably will, intelligent executives adopt aggressive strategies to limit the toxic effects to the business in the short and long term. However, a different kind of contraction than a short-term bleep must be vigilantly watched. Businesses experiencing a protracted period of flat-to-low growth in a market where their peers are outperforming their sector have more to be concerned about.
Chances are that such businesses have hit ‘strategy decay’: the gradual misalignment between the organization’s competitive value proposition and its delivery model with the market’s perception of value.
Some indicators of strategy decay are the following:
- Turnover growth with flat or declining profits year-on-year: this reflects a business that is working a larger and larger market for a smaller and smaller return
- Declining turnover with increasing profits: this reflects a business that is enjoying temporary profitability due to aggressive cost cutting, income from disposals or product prize increases that improve margins. All of these in the long-term are unsustainable
- Rising ROCE with declining PE multiple: This reflects a business that may be giving shareholders healthy returns in the short term but the market is not confident about the business model’s future ability to sustain that run
- The oldest business units and products account for the bulk of turnover and profit: this reflects a business that is overly dependent on an old portfolio of rents, patents and customer bases, with very little by way of new assets to sustain its competitiveness and profitability in the long run
- Convergence of strategies in the industry are making it difficult to differentiate businesses and consolidation becomes the only viable option to survive in the long-term
Even the best-conceived corporate and business strategies wear out with time because markets and competitor actions are a constantly moving target. Forward thinking businesses therefore manage the ever-present threat of strategic decay ahead of each business cycle. Our observation is that those kinds of businesses are not many. T
he majority of executives are too busy responding to shareholder andmarkets pressure to deliver the next quarter results. They manage strategy decay by exception, choosing to respond to crises in piecemeal fashion rather than act in a proactive and structured way. In our South African and broader African business environment it is not too difficult to spot companies that have hit a brick wall on growth options.
Just like the story of Yahoo, they are effectively playing catch-up in a market where immediate competitors keep raising the bar while the rate of global change far outstrips the speed at which the organizations are re-inventing themselves
Industries in trouble
There is no shortage of people wanting to own an airline in Africa. Start-ups are plentiful but there is little in the performance of established players like SAA, BA/Comair and Mango etc. to suggest that there is excess demand. It is a heavily churned industry defined by prize wars, international oil prize and heavily exposed to consumer sentiment.
It is an industry akin to a lagoon that is a pleasure to frequent in times of calm and a nightmare to be caught in by a raging storm. Margins are squeezed as fewer passengers fly in a global economic crunch; couple that with the volatility of fuel costs and you have a cocktail of disaster.
The usual escape route of expanding to new routes and code sharing has been beaten to death, and even that has created its own problems with Africa’s difficult legal and legislative terrain either cumbersome to get hands around or sabotaging well intentioned plans to the extent of folding them altogether.
SA Express’s recent mission to the DRC got grounded even before it took off, taking with it some R30m of sunk costs in a desperate charge to find new sources of revenue growth
Fixed line telecommunications businesses are deep in the mire after mobile offerings completely obliterated what was left of years of a stagnant business models and non-existent product and technology development. The growth of data is an opportunity sailing to the sunset that these archaic businesses simply cannot exploit without having to reinvent their entire infrastructure, a mammoth task to undo given decades of investment in what is now liability assets that cannot respond to market and competitor shifts.
For Telkom for example, it is all-hands-on-deck as the company scurries to salvage some respectability after years of poor performance signified by losses in excess of six figures even for the newly launched mobile subsidiary. The ill-fated Nigerian excursion for the state company ended in tears.
Even a renowned industry turnaround artist closed the door and walked away fearing for his own reputation in the contamination that was destined to happen. Happen it did and the outcome does not make for happy reading There are very few books that have enjoyed the trust of readers for centuries, more than newspapers and magazines.
Not any more because the world has suddenly changed and continues to do so at an alarming rate. The technology tsunami is revolutionizing product platforms, disrupting advertising patterns and income streams as well as changing the way we all consume media.
The popularity of mobility, portability and interactivity has altered the prospects of print, and digital platforms are entering the fourth wave of development, which means any player still stuck to the print model is all but out of contention. Their demise is a question of time.
What more with social media creating a global on-line newspaper; survival in this industry is a case of must-do and not optional revolutionary thinking. Avusa Media is a case in point where investors are getting nervous because the growth story has evidently stalled. The business stayed routed to an outdated business model for far too long and is now susceptible to sniper fire from just about every direction as digital media platforms rule the roost.
Finding new pastures
The innovation revolution is sweeping across just about every industry in every sector, and it is no buzzword. A management team still debating its validity is not going to last, every organization must find new sources of value to stay afloat in a volatile world
- Define the business’s vision for innovation behind a compelling business case. In other words, get to grips with where, how and why the business has slowed down. Frame the issues in a compelling statement that pinpoints the fragile aspects of your business and build an organization-wide coalition to go and change the game
- Get the organization’s leadership from board to executive to own and champion the innovation mission. By-standers in positions of responsibility transmit negative energy to staff and give an impression that the innovation ‘fad’ is an inconvenience to the status quo: giving an impression that if ignored enough it will fade away and life will go on as usual
- Get the right culture embedded in the organization. Cultural resistance is the biggest hindrance to innovation as identified by the latest Booz 1000 Innovation study results for 2011. Old beliefs, behaviors, attitudes and assumptions can frustrate the process of innovation. Hierarchies and established dogmatic tendencies usually frustrate creativity that is needed to generate innovative ideas. Leaders raised in a culture that values staff obedience; control and fear-driven diligence in people will struggle to get passion out of them, the sole food of innovative mindsets
- Get the innovation formula and mix right. Define clearly what the innovation thrust for your business needs to be. Given the extent of strategy decay in the industries we outlined above, nothing less than a holistic business model renewal will create meaningful, new sources of growth. Some businesses may have business models that are still working and relevant but may need innovative business processes or new products to be launched
- Test the innovation logic thoroughly. Project the payback of the innovation portfolio you are recommending and see a four to five year value build up to justify commercialization of ideas. The innovation logic must map back to the initial process of framing the fragile aspects of your existing model as well as staying true to the broader strategy and value philosophy of the business. Look for innovation ideas that can be supported to thrive within the current capabilities of the business to avoid a performance lag of the idea while the business tries to acquire the right capabilities to execute the ideas
- Institutionalize an innovation process that will ensure a high-pressure innovation pipeline. Put staff at the heart of the innovation process that works top-down and bottom-up
- Ring-fence the innovation ideas, their incubation, funding, implementation, and performance measurement from the mainstream operational parameters. Expecting innovation ideas to deliver at the level of established businesses performance benchmarks in terms of expected returns on investment too quickly can frustrate and jeopardize the business renewal effort.
Driving growth through innovation is a creative process. It requires leadership that can free up the business to explore and venture into unchartered territory. The biggest enemy of innovation therefore is the organization itself and its legacy management models of the past.
If there are entrenched, outdated management models, getting outside expertise to design and kick-start the process, transfer skills and get the business on its way to new pastures may be the right thing to do. It will not be a quick fix for the likes of Telkom and Avusa Media, it may be a long trudge in difficult conditions but results are sure to come in the long run.
There’s More To Team Management Than Leadership
When you’re running a business you need to ensure that your employees are on your side, helping you to make profits. Giving them job security, taking them seriously and treating them with respect, will go a long way in enhancing loyalty and productivity.
The staff that work for you determine:
- How happy your customers are with your business
- The quality of the things that you sell
- The costs that you incur to sell your products and services
- Your risks – the things that can go wrong and how much it costs you
All of these things determine your profitability and how competitive your business becomes. How do you ensure that everyone is on the same side and helping you to make profits?
At work everyone believes that they are getting something (such as money) and are giving something in return (such as time and effort). They are weighing up in their mind “how much am I giving, how much am I getting in return and is this fair?” If they believe that they are:
- Giving too much or
- Getting too little
- Then this is unfair, and they won’t work well (poor productivity – how much they produce).
The manager needs to:
- Know what people are thinking about what they are giving and getting and
- Manage the giving or getting side
- So that people become more productive
In a smaller business you sometimes cannot afford to pay more or provide the sort of benefits (pensions, medical aid, bursaries etc.) that larger firms can and so the staff may be unhappy, not be productive and be on the look-out for something better.
How do you increase happiness without money?
- Job security – knowing that you will still have a job next year – and that you will get paid on time.
- Contributing to the success of the business. If you train staff to have the knowledge and skills to do a better job and you then encourage and support them to do this then they are happier, and you increase profits. If you then share some of these profits with the staff that helped you to make them then everyone wins!
- To be taken seriously and treated with respect. If you do this then staff are happier, and they will also treat your customers with respect.
- To be part of the team. You can often do this by having a regular briefing on what your plans are and discussing ideas. Because staff are doing the actual work they will often have good ideas and then will be motivated to implement them – it was their idea after all!
Staff leaving you all the time is a can destroy significant value. If you implement the strategy above, you will have happier staff that are more productive and a more profitable business.
Jeff Bezos Reveals 3 Strategies for Amazon’s Success
One of the richest men in the world shared his leadership tips for running a company.
“It remains Day 1.” That’s how Jeff Bezos, founder and CEO of Amazon, signed off in his 2018 letter to shareholders. He’s been propagating the “day 1” mantra for decades, and it’s meant as a reminder that Amazon should never stop acting like a start-up – even though the company now boasts more than 560,000 employees and more than 100 million members of Amazon Prime, the company’s paid service for free shipping on select items.
Here are some of the most useful nuggets of wisdom Bezos shared in his letter and during a recent onstage interview:
1. Standards are contagious
Bezos says he believes high standards are teachable rather than intrinsic. “Bring a new person onto a high standards team, and they’ll quickly adapt,” he writes. “The opposite is also true.”
If a company or team operates with low standards, a new employee will often – perhaps even unwittingly – adjust their work ethic accordingly.
He also says that high standards in one area don’t automatically translate to high standards in another – it’s important for people to discover their “blind spots.”
Try making a list of your duties, then ask trusted colleagues to tell you which responsibilities are your greatest strengths. If certain things from the list don’t come up during the conversation, it might be useful to think about how you can up your personal standards in those areas.
2. Set clear, realistic expectations
If you’re looking to raise your standards in a particular area, the first course of action is to outline what quality looks like in that area. The second is to set realistic expectations for yourself – or for your team – regarding how much work it will take to achieve that level of quality.
Exhibit A: You won’t find a single PowerPoint presentation at an Amazon company meeting. Instead, teams write six-page narrative memos to prepare everyone else for the meeting.
Bezos says the quality of the memos vary greatly because writers don’t always recognise the scope of the work required to reach high standards.
“They mistakenly believe a high-standards, six-page memo can be written in one or two days or even a few hours, when really it might take a week or more!” Bezos writes.
3. Stay involved with the people you’re serving
Whether you’re selling a product or service, it’s a good idea to make sure you never lose touch when it comes to the people you’re serving – no matter how high up the ladder you climb.
Bezos says he still reads emails from his public inbox (firstname.lastname@example.org) as a way to keep his finger on the pulse of what’s happening with Amazon customers.
He says he believes focusing on what customers are saying is much more important for success than focusing on what competitors are doing, and he often compares customer feedback to company data to see where they misalign.
“When the anecdotes and the data disagree,” Bezos said at a recent leadership forum at the George W. Bush Presidential Center, “the anecdotes are usually right.”
This article was originally posted here on Entrepreneur.com.
You Don’t Have To Go It Alone: How To Find A Mentor As A Freelancer
Need a mentor but don’t know where to start? These tips can help you find your perfect mentorship match.
As a freelancer, having enough time to not only grow your business, but also grow your career can be challenging. Who can you turn to for guidance when you’re the boss? For those who strike out on their own, putting time and effort into finding a mentor (or several) can make a huge difference in establishing a successful freelance business.
Among small business owners who have professional mentors, the five-year survival rate for their businesses is 70 percent, according to a survey by BCSG; among those who don’t have mentors, the five-year survival rate is half of that.
Now that you’re settled into the new year, it’s the perfect time to reach out to your network (or establish a new one) and find a group of mentors. Here are some tips for identifying those who can help you achieve your personal and professional goals.
Evaluate your strengths and weaknesses
As a freelancer, it can be challenging to find the time to step back and examine your professional strengths and weaknesses. While it can be tempting to rely on a mentor to give you guidance on where you need to improve, you’ll get much more out of any mentorship relationship if you’ve done some self-reflection first.
Both will provide you with a detailed explanation of your personality, including analysis about workplace habits, relationships and ideal career paths. The results will help you understand how you interact with clients and colleagues, as well as what types of careers and working styles are likely to be a good fit for you.
If you need more help determining your working style or how to achieve the next step in your career, a career coach could be a great investment. Finding the right coach can help you develop a strong understanding of your own personality and work style. Once you know more about yourself, you’ll be able to better identify mentors who can help you play to your strengths and improve upon your weaknesses.
Form relationships through networking groups
Once you’ve had time to reflect on your professional needs, it’s time to find a mentor. As a good first step, look into virtual and in-person networking groups where you can meet people in your industry.
Networking groups and programs, like Entrepreneurs’ Organization, allow you to connect with other freelancers and business owners so you can learn from what they’ve experienced over the course of their careers.
This can help you find a mentor who’s also gone through the challenges of becoming a freelancer.
The location of your potential mentor can be a determining aspect as well. Having a mentor that lives close by gives you access to knowledge of the local trends and makes it easier to scheduling a quick chat. Meetup.com offers access to thousands of organisations around the world in sectors ranging from outdoors and adventure to fashion and tech to writing. If one event looks interesting, take the time to attend and talk to the other participants. One (or more) may have helpful insights for your career.
Keep in touch with former colleagues and associates
Just because you’ve decided to strike out on your own doesn’t mean you can’t still rely on former coworkers, bosses or other working relationships that you developed before becoming a freelancer.
Those you’ve worked with in the past are already familiar with your working style and approach to business, which is helpful context for any mentor/mentee relationship.
Make sure to keep in regular contact with former colleagues, especially those you admired when you worked together, so that you can use each other as a resource for professional questions or opportunities. Haven’t been in touch for a while? Reaching out can be as simple as sending your congratulations about a new job or reminiscing about an old work memory, but it can go a long way toward helping secure a valuable mentor.
Seek out people who inspire you outside your professional realm
Inspiring mentors can come from unexpected places, not just your professional bubble or your fellow freelancers. Take a few minutes to research interesting organisations in your local area, perhaps through volunteering, and get involved where you can.
Other volunteers might come from unique backgrounds and work in different fields or industries, so their points of view can provide you with unexpected perspective that may help you think about a challenge or client differently. A mentor from a different field has a unique opportunity to see your business from the outside and won’t be bogged down by conventional solutions.
Finding a mentor is one of the most valuable investments you can make for your future as a freelancer and for your personal work enjoyment.
Mentorship makes a difference all the way to the top – 71 percent of CEOs said having a mentor directly improved their company’s performance according to a study in a book by Suzanne de Janasz and Maury Peiperl.
Beyond the financial returns you can see from mentorship, having advisors you trust can make freelancing feel less overwhelming and more rewarding. So, make sure to put yourself out there and start building your mentor relationships.
This article was originally posted here on Entrepreneur.com.
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