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It's
time to change- and time to plan- Objectives
The
difference between our firm and conventional financial advisors.
Both of
us are usually the most trusted business advisors to their clients.
However, CPA’s are not as adept in innovation and change management-
both of which are more critical in times like these.
Our
vocabulary is different. CPAs love words such as consolidate,
analyze, defer, shrink, eliminate, cut. These are short-term
focused words. Our efforts are aimed at increasing value- all longer
term focus. We provide leadership, creativity, and long-term
relations.
Rolf
Smith (The Seven Levels of Change) deals with these issues.
Level 1-
effectiveness. This means Doing the Right Things. A responsible,
sentient review will insure that one is effective in achieving
goals.
Level 2-
efficiency. This means Doing the Right Things Right. This requires
ongoing adjustments to insure that one’s efforts match the goals
desired.
Level 3-
improving. This means Doing Things Better. This gets a little
trickier- one needs a plan and a tracking system- to insure that one
is improving. Most smaller enterprises resist planning. As such,
improving becomes “hit or miss”. It also renders the definition of
efficiency more difficult to discern.
Level 4-
cutting. This means Stop Doing Things. This is typically the
highest bailiwick for CPAs. While the first three levels are
management skills and this one requires both management and
leadership, it does NOT require creativity or a long term focus.
Level 5-
copying. This means Doing Things Other People are Doing. Now, you
can say that CPAs do provide some guidance in this area. But, the
trick is to copy what the best are doing- and being creative
in changing what they are doing so it applies to your needs. We
study and are involved in a variety of industries and enterprises
and routinely examine all facets of operations and planning to
insure that the best components are chosen for each client. This
means you have to share and employ external resources. That is part
of the definition of an Adjuvancy.
Level 6-
different. This means Doing Things Others are NOT Doing. This is a
totally different mindset. It not only requires you to examine what
others are doing in similar situation (but not necessarily in
similar industries) and determine what you can do differently (and
better) to achieve the success you want. (And, this means you have
to have a plan- how else can you determine what is success?)
Level 7-
impossible. This means Doing Things That Can’t Be Done. I admit,
not every company or enterprise is willing to be involved in Level 7
change. But, if you do, our previous efforts prove that we master
this area well. And, even if you don’t want Level 7 change, you
want our leadership and advise tempered to your needs- to insure
that your Level 6 change is just that little bit better.
One’s
ability to create and develop value requires experience, confidence,
skills, and a team. We work with you to insure that each member of
your team is aligned with the goals set forth- and they can develop
the skills necessary to continue to create value. We fill in for
you- if you want- to provide that experience, skill, and team
building that may currently be lacking.
The
formula for success is a combination of planning, people, and
process- they yield performance. (The study of this is called
“performance management”). CPAs will tell you that technology
accelerates improved performance and is significant for most levels
of change. That is true- TO A POINT. Technology is JUST a tool.
One needs a clear set of goals and expectations. If you computerize
or automate an inefficient system, you just have a faster
inefficient system. One needs to understand the underlying system
processes- changing them if necessary- to achieve cost-reductions,
improvements, and value. That is another of our major bailiwicks.
So what
would be the plan of action?
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Develop a 200 word or less strategic plan. Core values,
mission, vision, objectives, success measurements,
initiatives are all covered in this section. You also need
due dates and assigned management..
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Determine the skill set available and needed. Obtain the
skills necessary to achieve the plan.
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Set quarterly plans. For the first quarter or two, meet
monthly to assess progress, failings, and modifications
needed. Thereafter, conduct 90 day
performance/accountability reviews.
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Discuss current dangers, opportunities and strengths with
clients and customers. (This not only can produce new
revenue, but strengthen relationships).
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Implement technology to do more with fewer people.
Revenue/employee must increase.
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