Strategy is 10%. Execution is 90%
“The key to success is being able to take an idea and execute it.”
- Ivan Epstein is the founder of Softline, which was acquired by Sage Group in 2003.
- He is currently CEO Sage AAMEA (Africa, Australia, Middle East, Asia).
“Even though I can admit that I work six days a week, it’s still about the quality of your time, not how long you work. Never procrastinate, it’s a complete waste of time.
“The key to success is being able to take an idea and execute it. Strategy is only 10% of it. The other 90% of success lies in your ability to execute your great ideas. I’ve made a point of always surrounding myself with highly intelligent people who get the job done.”
“We don’t waste time. The art is in the execution. As a company we have always moved quickly. My MDs report directly to me, but they also have ownership of their autonomous business units, which gives them a sense of urgency.”
Read more: 10 SA Entrepreneurs Who Built Their Businesses From Nothing
Start every day with a fist pump
“I’ve always believed that the first person you need to build a reputation with is yourself.”
- Marcel Klaassen is the Executive Head of Growth for FNB Business Banking.
You can’t project outward confidence if you’re trying to fix what’s inside. Your foundation is self-belief. I give myself constant affirmations that I’m doing well. I start the day with a double fist pump. It might sound silly, but try it one day. It’s an instant boost to your mood and confidence. I also make a big deal of my personal victories. I’ll even high five myself. It’s important to celebrate being true to yourself.”
“I’m also a big believer of the ‘crush it’ philosophy. Instead of trying to do everything well, give one thing your absolute all. Be the best at it and always be taking what you do to the next level. Focus on what you’re really good at and crush it.”
Read more: Marcel Klaassen’s full story here
Rigorously debate big business decisions
“Some of the most amazing people I work with give me a sense that ‘it is possible.’”
- Adrian Gore is the founder and Chief Executive Officer of the Discovery Group.
Adrian Gore always draws on the collective input of a strong team.
“Discovery’s Exco meets on average for seven hours a week every Monday. We go through everything. Sometimes it’s a bun fight. We don’t stick to the agenda. Some things we’ll spend three hours on, other things we won’t get to. There’s rigorous debate and arguments, but it means that every week 20 really smart people are all thinking and providing input.”
“No one is making buy/sell decisions. Everything is debated until consensus is reached. Reaching consensus is the path I prefer, even though I’m actually an impatient and frustrated person. I’ve got a thin skin. I don’t take criticism well. But because of that, I don’t like to command because I don’t like the push-back that I get. So I far prefer consensus.”
Embrace organisation – even if it’s not your natural inclination
“I’m naturally an extremely disorganised person. But I’ve had to learn how to be organised. You can’t run a business if you procrastinate or you’re disorganised – ever.”
- Asher Bohbot is the founder of EOH, which has an annual turnover of R5 billion.
“I’m naturally an extremely disorganised person. I’m the kind of person who would put off doing things until tomorrow, or do them at the last minute. But I’ve had to learn how to be organised. Being disorganised in business causes you stress and embarrassment. It’s something I had to work hard at because it isn’t my natural inclination, but having structure to my day reduces my stress levels and enables me to be maximally effective. You can’t run a business if you procrastinate or you’re disorganised – ever.”
“This carries through to everything I do. I even try to respond immediately to as many e-mails as I can. I don’t like leaving things hanging. In my experience, queueing things in my head only causes stress. So if I can reply with a definitive answer, I do. Then that item is out of the way and off my plate.”
Read more: Business Lessons from Asher Bohbot, Founder of EOH
Tech and multiple screens maximise productivity
“I have four screens on my desk, both at the office and at home, and I find it’s a huge time-saver.”
- Kumaran Padayachee is the CEO of Spartan Technology Rentals.
“One screen is my calendar: It lists my appointments, reminders and lists, and gives me a constant perspective on my day, week and month. The second screen is Outlook, and the third is Explorer, with multiple tabs open, including our Intranet, Google and LinkedIn. The fourth screen is my current tasks screen — anything I’m working on.”
“No one device can do everything. Once you realise that, the decision to have multiple devices is an easy one. For me, productivity is key, and so I want to always be working with the right tech for the job. Desktop PCs, tablets and smartphones all have their place. Microsoft Exchange links them all together, and so anything I do on one is automatically updated across the rest.”
Read more: Kumaran Padayachee’s full story here
Work during your most productive times
“I’ve learnt my most productive hours are from 05:30 to 08:30 in the morning.”
- Divan Botha is a corporate veteran, the owner of popular coffee shop The Whippet, and presenter on KykNET’s Winslyn.
“Everyone is different and experiences peak productivity at different times. Some people are night owls, others get loads done at the crack of dawn. Be aware of when you’re getting different kinds of work done. Do you think best earlier in the day? Are you able to concentrate the longest late in the afternoon? Do your neurons only wake up when the sun goes down”
“Develop a work routine that works around your peak productivity, rather than trying to force your productivity into the traditional eight-to-five workday.”
Read more: Divan Botha Believes the Key to a Healthy Business Starts with a Healthy Entrepreneur
When it comes to e-mail management, it boils down to three choices
“Keeping on top of your emails with a one-touch policy.”
- Adrian Gore is the founder and CEO of Discovery.
- In 2013 the company listed operating profits of R762 million, and his worth was estimated at R2,2 billion.
Adrian Gore has a one-touch policy when it comes to e-mail management.
“Rather than browsing through your mails and becoming overwhelmed by the pile by the end of the day, week, month or year, do one of three things with every new mail: You either respond to the e-mail so that it’s dealt with, you delegate it to a person who will be able to complete the task, or you delete it.”
Read more: SA Dragon’s Den Judges here
How to keep time on your side
“I have a daily seven-minute huddle with my team, and each day someone different presents the brief.”
- Yossi Hasson is the co-founder of Synaq, a company listed as one of Forbes’ Top 20 Tech Start-ups for 2012.
- In 2011, Dimension Data bought a 50,1% stake in the business.
According to Yossi Hasson, a fortune can be done in a small space of time, but tasks will extend to the full time allocated to them.
“Seven minutes can cover a lifetime of information if the structure is there. The time limit isn’t about being obsessive about time-keeping, but forcing people to be more concise and structured in their thinking,” he says.”
Read more: Yossi Hasson on Mastering the Art of Productivity
Everyone is different. Don’t fight it, leverage it
“Getting the most from your staff is about working with what you have, and leveraging it.”
- Miranda Isaakidis is the co-founder of high-end spa supplies company Indulgence Spa Products, and she is the Johannesburg Chapter Chair for The Women Presidents Organisation.
“I once had an assistant who possessed none of the skills required to perform her job. I complained to my manager, but rather than receive sympathy, I was told I was responsible for her non-performance, and that I should look at my management skills. That was a huge shock.”
“I went back to the drawing board and re-assessed her skills. She never learnt to spell-check properly – I had to keep doing that myself – but I discovered she had this extraordinary ability for getting me any appointment I wanted, which was far more valuable and useful for my position at the time. Had I stuck to insisting she brush up her word-processing skills, I would never have been able to take my work to the next level by booking the right meetings.”
Read more: The Win-Win Mindset Of Miranda Isaakidis
“If someone hasn’t left their desk in days, I tell them to get up and get out. Go see what’s happening in the world and do something different.”
- Mandi Fine is the CEO of multiple award-winning Fine Healthcare Group, a strategic healthcare marketing and advertising agency.
At Fine Healthcare Group (FHC), they believe that award-winning marketing ideas form everywhere except at your desk.
“We have a philosophy of ‘white space’, which is essential for good ideas.”
“We give our staff the time and space they need to be rejuvenated and creatively energised, so that they bring their best ideas and energy to the office. It doesn’t matter where your work gets done, so long as you’re meeting your KPIs.”
Read more: Mandi Fine On Why You Have To Make Some White Space
Scaleup Learnings From Our Top Clients – What The Most Successful Entrepreneurs Do Right
So, how do our successful clients move through these constraints to scaling up? We see four key drivers of success, and they are: people, strategy, flawless execution and finance.
You’re out of your start-up boots, staff is increasing, your client base is growing, revenue is up and you’ve proven your case to the market. Now it’s time to scale up. The challenges of this vital growth phase are different and it’s a time that demands different mindsets and different actions. In a world littered with small business failures, it helps to be well-prepared for scaling up using a proven methodology. At Outsourced CFO, we get an inside look at the success factors of our clients who are mastering the transition.
On the one hand, scaling up is a really exciting phase; this is what moves you into real job creation and making an impactful contribution to economic growth. On the other hand, it is really hard to scale up successfully. We see three major constraints that limit companies’ transition from start-up to scale-up:
The business has to have the leadership that can take it to the next level. When you start scaling up, especially rapidly, the founders can no longer do everything themselves. The team must grow and include new leadership talent that can take charge and execute so that the founders are working on the business instead of in the business.
The processes, procedures, networks, systems and workflows of the business all need to be scalable. This is imperative when it comes to your infrastructure for the financial management of your business. You’re only ready for growth when your infrastructure can seamlessly keep pace.
Scaling up demands more innovative marketing and storytelling so that you can more easily connect and engage with the new employees, clients, network partners, investors and mentors that need to come along with you on your scale-up journey.
Businesses that build a market conversation and a compelling brand narrative during their start-up phase are better positioned to have this kind of market access when they need to scale up.
It is critical to have the right people on your team. Our successful entrepreneurs have what it takes to attract, inspire and retain top talent. A strong team of smart, ambitious and purpose-driven people who love the company and want to see it succeed contribute greatly to a world class company culture. They are adept at communicating a compelling vision and establishing core values that people can take on. These entrepreneurs are tuned into the aspirations of their people and focus on developing leaders in their teams who can in turn develop more leaders.
It is planning that ensures that the right things are happening at the right times. At successful scale-ups strategies and action plans are devised to ensure that the most important thing always remains the most important thing.
Strategy includes input from all team members and setting of good priorities for the short, medium and long term. Goals are clear and everyone always knows what they are working towards. The needle is continuously moved because 90-day action plans are implemented each quarter to achieve targets and goals that are over and above people doing their daily jobs.
Top entrepreneurs are not just focused on what operations need to achieve, but how the business operates. They have the right procedures, processes and tools in place so that everyone can deliver along the line on the company’s brand promise. Frequent, quick successive meetings ensure the rapid flow of effective communication. Problems are solved without drama. There is no chaos in the office environment. Everyone is empowered to execute flawlessly to an array of consistently happy clients.
Everyone knows that growth burns cash. A rapidly scaling business faces the challenge of needing a scalable financial infrastructure to keep the company healthy. Our successful entrepreneurs pay close attention to finance as the heartbeat of the business, ensuring that everything else functions. They look at the tech they are using for financial management and for the ways that their financial systems can be automated so that they can be brought rapidly to scale. The capital to grow is another vital finance issue.
The best way to finance a business is through paying clients on the shortest possible cash flow cycle. However, when you are scaling up and making heavier investments in the resources you need for growth, it is likely that you will need a workable plan for raising capital. Our scale-up clients know the value of accessing innovative financial management that provides high level services to drive their business growth.
Navigating the scale-up journey of a growing private company is one of the hardest but most rewarding of careers to pursue. Having people in your corner who have been through this journey before helps take a lot of pain out of the process. No growth journey looks the same, but there are tried and tested methods that will – if applied diligently – lead to definite success. Happy scaling!
That Time Jeff Bezos Was The Stupidest Person In The Room
Everyone can benefit from simple advice, no matter who they are.
When you think of Jeff Bezos, a lot of things probably come to your mind.
You likely think of Amazon.com, a company he founded more than twenty years ago, that’s completely disrupted retail and online commerce as we know it. You probably also think of his entrepreneurial genius. Or the immense wealth that he’s built for himself and others. You may also think of drones, Alexa and same-day delivery. Bezos is a visionary, an entrepreneur, a cutthroat competitor and a game changer. He’s unquestionably a very, very smart man. But sometimes, he can be…well…stupid, too.
Like that time back in 1995.
That was when Amazon was just a startup operating from a 2,000 square foot basement in Seattle. During that period, Bezos and most of the handful of employees working for him had other day jobs. They gathered in the office after hours to print and pack up the orders that their fast-growing bookselling site was receiving each day from around the world. It was tough, grueling work.
The company at the time, according to a speech Bezos gave, had no real organisation or distribution. Worse yet, the process of filling orders was physically demanding.
“We were packing on our hands and knees on a hard concrete floor,” Bezos recalled. “I said to the person next to me ‘this packing is killing me! My back hurts, it’s killing my knees’ and the person said ‘yeah, I know what you mean.'”
Bezos, our hero, the entrepreneurial genius, the CEO of a now 600,000-employee company that’s worth around a trillion dollars and one of the richest men in the world today then came up with what he thought was a brilliant idea. “You know what we need,” he said to the employee as they packed boxes together. “What we need is…kneepads!”
The employee (Nicholas Lovejoy, who worked at Amazon for three years before founding his own philanthropic organisation financed by the millions he made from the company’s stock) looked at Bezos like he was — in Bezos’ words — the “stupidest guy in the room.”
“What we need, Jeff,” Lovejoy said, “are a few packing tables.” Duh.
So the next day Bezos – after acknowledging Lovejoy’s brilliance – bought a few inexpensive packing tables. The result? An almost immediate doubling in productivity. In his speech, Bezos said that the story is just one of many examples how Amazon built its customer-centered service culture from the company’s very early days. Perhaps that’s true. Then again, it could mean something else.
It could mean that sometimes, just sometimes, those successful, smart, wealthy and powerful people may not be as brilliant as you may think. Nor do they always have the right answers. Sometimes, just sometimes, they may actually be the stupidest guy in the room. So keep that in mind the next time you’re doing business with an intimidating customer, supplier or partner who appears to know it all. You might be the one with the brilliant idea.
This article was originally posted here on Entrepreneur.com.
How Sureswipe Built Its Identity By Building A Strong Company Culture
Culture is unique to a business, it’s the reason why companies win or lose.
A company’s culture is its identity and personality. Since this is closely linked to its brand and how it wants to be viewed by its employees, customers, competitors and the outside world, culture is critical. The challenge is understanding that culture contains unwritten rules and that certain behaviours that align to the culture the company is nurturing should be valued and cherished more than others.
At Sureswipe, the core of our culture is that we value people and what they are capable of. We particularly value people who are engaged, get on with the job, take initiative, are happy to get stuck in beyond their formal job descriptions, and who sometimes have to suck up a bit of pain to get through a challenge.
We include culture in everything we do, so it’s a fundamental element in our recruitment process. In addition to a skills and experience interview, each candidate undergoes a culture fit in the form of a values interview. We look for top performers who echo our core values (collaboration, courage, taking initiative, fairness and personal responsibility) and have real conviction about making a difference in the lives of independent retailers. If we don’t believe a candidate will be a culture fit, we won’t hire them.
If we make a mistake in the recruitment process, we won’t retain culture killers, even if they are top performers. This is such a tough lesson to learn, but it liberates a company and often improves overall company performance.
Culture should be cultivated, constantly communicated and used when making decisions. At Sureswipe, we often talk about what it takes to win and have simplified winning into three key elements: A simple, yet inspirational vision; the right culture; and a clear and focused strategy. The first and third elements can be copied from organisation to organisation. Culture on the other hand is unique to every business and can be a great influencer in its success.
Catch phrases on the wall are not the definition of culture
A strong culture is purposeful and evolving. It’s what makes a company great, but also exposes its weakness. No company is perfect and it’s important to acknowledge the good and the bad. Without it, we cannot ensure that we are protecting and building on the good and reducing or eradicating the bad.
Mistakes happen. That’s okay. But we are very purposeful about how mistakes are handled. Culturally we’re allergic to things being covered up or deflected and have had great learning moments as individuals and as an organisation when bad news travels fast. It’s liberating to ‘tell it like it is’ and almost always, with a few more minds on the problem at hand, things can be rectified with minimal impact.
Culture should be built on values that resonate with you and that you want to excel at. In our case, some are lived daily and others are aspirational in that we’re still striving for them. In each case we genuinely believe in them and encourage each other to keep living them. This increases the level of trust within the team, as there is consistency in how people are treated and how we get things done.
We are always inspired when, after sitting in our reception area, nine out of ten visitors will comment on the friendliness of staff. We hear their remarks about how friendly the Sureswipe team is or a potential candidate will talk about the high level of energy and positivity they experience throughout the interview process.
These are indicators that our culture is alive and well. It’s these components of our culture — friendliness, helpfulness and positivity — that cascade into how we do business and how we treat our customers and people in general. Being able to describe your culture and support it with real life examples is a great way to communicate and promote the type of behaviour that is important and recognised within the organisation.
Culture doesn’t just happen
We are fortunate that culture has always been important to us, even if it wasn’t clearly defined in our early days. As we grew it became important to be more purposeful in the evolution of our culture. About four years ago, the senior leadership team and nominated cultural or values icons were mandated to relook all things cultural.
A facilitator said to us, “You really love it when people take the initiative, and get very frustrated when they don’t.” That accurate insight became core to our values. We love to see people proactively solve problems, take responsibility for their own growth, initiate spontaneous events, change their tactics or implement new ideas. It energises us and aligns to the way we do business.
We celebrate growth and love to see our staff getting promoted due to their hard work and perseverance. We recently had one of our earliest technicians get promoted to the Regional Manager of Limpopo. It was one of the best moments of 2018.
Be purposeful with culture, describe it, communicate it and use it in all aspects of business. Culture should change. Don’t allow phrases like ‘this is not how we do things,’ or, ‘the culture here is changing,’ to stifle the growth and development of your culture. When done correctly change is a good thing. Culture is driven from the top but at the end of the day it’s a company-wide initiative. Design it together with team members from different parts of the organisation to get the most from it. And then make sure everyone lives and breathes it.
The best ROI is achieved when you stop wasting money.
Peter Drucker once said that businesses have two main functions — marketing and innovation — that produce results. “All the rest are costs.”
If you agree, that means that the average business has a lot of fat to trim. Obviously you can go overboard trying to cut costs too. My philosophy has been to look at some of the general areas where you can add some efficiency but not at the expense of impairing your most valuable resource — your focus.
The following cost-cutting measures will do that. Think of these as adding value to your company, whether it’s time, creativity or a closer connection to your consumers.
Uncover inefficiencies in your process
This is where I begin. In fact, it was analysing the inefficiencies of legal communication and knowledge sharing that led me to create Foxwordy, the digital collaboration platform for lawyers. I noticed that attorneys in our clients’ legal departments were drafting new documents from scratch when they could pool their knowledge and save time by using language that a trusted colleague had employed in a similar document. Business is all about process. When you create a new process, or enhance an existing process, you will drive cost efficiency.
Refine your process, then automate
If existing processes are lacking, it is time to create process. If you have processes, but they are not driving efficiency, it’s time to redefine your process. Either way, a key second step is refining processes that are needed in your business. Only then can you go to automation, since automating without a process will result in chaos — and won’t save time or money. Similarly, automating a poor process is not going to give you the cost-saving results you are looking for.
Thanks to the Cloud, there are very accessible means of automating manual processes. For instance, you can automate bookkeeping functions with FreshBooks and use chatbots to interface with clients — for very basic information. If you’re a retailer, a chatbot on your site can explain your return policy or address other frequently asked questions. Automating such processes allows you to spend more time focusing on clients and customers. Technology alone isn’t a panacea for all business functions, but if you find something you’re doing manually that can be automated, take a look and consider how much time and process definition automation would save you.
Rethink your outreach
Marketing and outreach are usually big and important challenges for an organisation. In my experience, there are two main components to successful marketing — knowing your customers and using the most effective media to spread your message. For the first part, I recommend polling. There are various online survey services that offer an instant read on what your customers are thinking. You may think business is humming along, but a survey could reveal that while consumers like your product, a few tweaks would make it even better.
For the second part — marketing messaging — once you have a firm idea of your marketing messaging, Facebook is a great vehicle for outreach. The ability to granularly target customers and create Lookalike audiences (from around 1 000 consumers) can help grow your business.
Scrutinise your spend history
There are tools that can help you assess spend history and find cost-cutting opportunities. For example, you might be able to take advantage of rewards or loyalty programmes to reduce common business expenses, like travel, or consolidate vendors for a similar function. If you have a long-standing relationship with a vendor, negotiate better pricing.
The most important elements to keep in mind are resources that make your company special. Your company may be built on one person’s reputation and expertise. Guard against tarnishing that reputation with inappropriate messaging in advertising or social media. If your company’s special sauce is intellectual property, protect that too. But everything else — ranging from physical property to salary and benefits — are costs and should be considered negotiable. — Monica Zent
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