I find that many people have apps and tools that they use that don’t work with each other, don’t work across platforms and are actually a “pain in the neck” as they increase complexity and reduce productivity.
Therefore, it’s really important that you find an ecosystem of tools that will work together to give you increased productivity and better leverage. The term “ecosystem” is really important because I envisage a system of software apps and tools that is interconnected and supportive of the others, and all works in harmony to create the desired outcome.
And when I say “will work,” I’m really talking about a couple of powerful words: synergistic – tools that build on each other and leverage off each other, and integration – working across multiple platforms in multiple ways.
It’s important to know how to pick the right software and tools to drive Personal and Team productivity and to find a simple way to select the apps that will work.
This is why I’ll take you through a 6-step process that I’ve been using to really pare back the number of apps and things that I’ve been using and to focus on the ones that really add value to me and my business. You will need to modify my list for your particular situation.
Our 6-Step Ecosystem Process
Define your core technology – get your desktop and mobile technology right. What tools are you using and why?
Make sure the technology works together – it is absolutely critical to leverage this up and get your core technology working and sorted (Windows v Apple v Android).
Define the key elements of your ecosystem – What are the key areas that you must focus on in your business? e.g.. sales, finance, data storage, client information, etc.
Select core apps that are “Fit for Purpose” & productive – what are the best apps for you? Are they intuitive? Do they give you leverage?
Do these apps work across all platforms? – Review your preferred apps…do they work across all your platforms and sync your data seamlessly?
Do they integrate with other apps? – How well do your preferred apps “play with others”? If there are not high levels of interoperability then find another option.
When I followed the process and started defining my ecosystem, I really thought about the key functions that I wanted to get right and ended up mapping out 7 areas that are really important for me and my business.
Selecting your own ecosystem of apps and tools to improve your productivity doesn’t have to be a complex task. You don’t have to have lots and lots of systems – I maybe only have 5 or 6 core programs that I use and that are really important to success in my business.
You just need to take the time to understand your needs and evaluate on the basis of its functionality and interoperability to give you the real leverage you need in your business.
The next article in this series explores the apps and tools that I use in each of my key areas to lift productivity and efficiency. You will find this article at http://www.sbdbusiness.com.au/business-tips/apps-in-your-eco-system/
Change is a fundamental and common element to our business environment and this will continue to impact on the whole Australian economy for the next few years. As we have discussed previously, both the volume and rate of change are growing exponentially. Very few businesses proactively plan to overcome or respond to the opportunities that change creates.
A business’s ability to manage and implement change effectively is critically important, now more so than ever. To remain competitive and sustain vibrant businesses, quick and effective action is required to maintain long term financial viability. Major changes include:
the impact of globalisation
the adoption of innovation and technology
the change in the demographics of our target markets
the change in labor dynamics
the personalised marketing demands of customers
the ecological issues and changing government regulations
These changes have had wide reaching implications on how businesses must develop to remain competitive and effective in the future.
Why is change so hard?
Have you ever wondered why some companies seem to thrive despite economic uncertainty, while many of their competitors seem to struggle for survival? Is it that one company’s products are so much superior to that of another? Possibly, but not likely.
The fundamental problem in many companies is an inability to adapt to current changes in competitive forces and buying behavior. As humans we have a natural instinct to resist change.
Change can be uncertain and uncertainty breeds insecurity. Therefore, the instinct to resist change is the result of our basic need for security. We will change only when our dissatisfaction (or discomfort) with the status quo becomes so great that we can no longer tolerate the results (and missed opportunities) that come from practicing our old and established ways. Then and only then can we implement and sustain a process of change.
How do we embrace change?
What drives humans to change is also what drives companies to change. Companies that have embraced their dissatisfaction and developed a process of continuous improvement (i.e., change) that has resulted in streamlined business processes, greater competitive advantage and improved decision-making are the growing and successful companies we observe today.
Take their example and take note that the future is not a random event. Act now to influence your own future because if you don’t then someone else will. Planning is all about creating your future. Your vision is your future. If you believe it, you can see it and if you can see it, you can influence it.
To assist your business in adapting to change, we have developed a Change Success Diagnostic based on Chris Mason’s PhD research. Chris’ model is a simple and elegant approach to managing change that highlights 10 key elements in successful change projects. Use it to lift your potential success rate above the standard 30%.
Discover your potential for change success in under 5 minutes with our free Change Success Diagnostic Tool – http://www.sbdbusiness.com.au/change-success-diagnostic/
“Traditional ways of managing a business are coming to an end.” – Gary Hamel, The Future of Management
It has been a recurring theme in our blogs and webinars that we are in a fast-changing business environment and that we need to update our processes and systems within our organisations for us to cope.
The quote above is taken from the best-selling book “The Future of Management” by World strategy guru and author, Gary Hamel where he adds, in direct quote,
“New problems demand new principles. Put bluntly, there’s simply no way to build tomorrow’s essential organisational capabilities—resilience, innovation and employee engagement—atop the scaffolding of 20th century management principles.”
Another business thought-leader, Alex Osterwalder talks about the urgent need for ‘business model innovation’ in his publications where he states that:
“Companies that aren’t able to systematically rejuvenate their business model will struggle to survive and thrive in the future.”
When you combine the innovative, clever thinking from these gurus with other new management thinking over the past 10 years, the big question is this:
“What is a Business Leader of the future supposed to do next?”
While it is inspiring to hear stories of Steve Jobs from Apple or how Google drive their operations, how does the leader of a successful small to medium-sized business decide what latest thinking to take on board? How do they decide what is right for their business?How do they make it stick?
Adopting all of the new management thinking available from books, the internet and other resources would have any Business Leader twisted into knots attempting to be the world’s best motivator, creative thinker, leader, strategist, team player, coach or lean specialist. So to assist Business Leaders determine what first steps to take for future success, we have compiled the 10 key traits of a future business leader.
1. I act as a ‘coach’ rather than a ‘manager.’
What is the difference between coaching and managing? Managing requires a Command and Control Culture while Coaching requires a Success Culture.
The Command & Control Culture is where ideas, policies, directives, and initiatives flow from the “top” of the organizational pyramid downwards.
The Success Culture, on the other hand, adopts a mutual relationship and is where ideas, policies and initiatives are mutually generated and considered.
2. The business can function effectively without me.
Do you give members a chance to be their own bosses by letting them work with autonomy and self-control so they can develop new skills and increase job satisfaction?
3. I have a simple, clear approach to developing strategies.
Understanding that a clear business strategy is critical for the success of your company, you are providing focus to your business and aligning resources to achieve expected results.
4. I have a high level of ‘self-awareness’ or Emotional Intelligence.
You develop tools for leveraging strengths and confronting weaknesses by fostering self-awareness. Leaders with self-awareness earn credibility and cultivate relationships based on trust and respect, and they remain open to new ideas, inquiry, and constructive criticism.
5. I have strong financial management skills.
Financial managers oversee and direct the financial activities of their organisation.
6. I am a good communicator.
One of the most important aspects of leadership is communication. Without good communication, you can fail to gain commitment from your employees, fail to achieve business goals and fail to develop rapport with the people on your team.
7. I am good listener.
Understanding that listening is also crucial from a business perspective. When emotions are high, it can interfere with clear thinking so you allow employees to address their emotions and help them move beyond the situation at hand in an effective way, so they can get back to business.
8. I have a strong network of peers to use as a strategic sounding board.
Leveraging the elements of networking—seeking out personal contacts who can be objective and be strategic counselors, or be able to transform colleagues in adjacent functions into a constituency.
9. I am a good implementer, things get done when I’m involved.
You encourage your team to be creative and allow out-of-the-box thinking to find solutions to problems.
10. I have strong life-balance.
You live by example and promote a balance between work, family and outside interests in your staff. By doing so, you develop stronger loyalty and achieve higher retention rates.
Now, analyse WHERE you want to be as a business in 5 years’ time. This will provide a peg in the ground for the amount of evolution required for you as a Business Leader. Use this to help in the gap analysis exercise below.
Top 10 traits of a Future Business Leader – GAP ANALYSIS
Rate on a scale of -5 to +5 with -5 being ‘Very Low’ and +5 being ‘Very High’ how much you agree with each statement below? First complete it for where you are NOW and then WHERE you want to be:
Once you have completed the gap analysis, identify your top three largest gaps. These should now become your three strategies to work on to become a more effective ‘Business Leader of the Future’. Implementing these strategies effectively with robust actions is your next challenge.
While it is inspiring to read the latest management books and new management thinking articles, it is critical to remember that it is a journey and there are clear steps that need to be achieved first before you can reach your end goals. And, attempting to race straight to the perceived finish line will have a negative impact on yourself, your team and your business.
Doing business in a VUCA (Volatile, Uncertain, Complex and Ambiguous) environment requires business owners to always be one step ahead of the curve and continuously think of ways to successfully adapt their business to the complex, changing environment brought about by emerging trends.
Now, there are a lot of emerging trends that are currently impacting businesses, however, I have chosen 5 key trends that I believe have a big impact and will create opportunities for businesses.
Trend 1 – Rise of the Robots
As businesses seek to improve productivity and quality while reducing labour costs, industrial and service robots will make an increasing contribution to Australian businesses. The cost of robotics is falling rapidly and capabilities are increasing with every new generation.
The robots of the near future will not be like Star Wars’ C3PO or the large industrial robots that are standard in manufacturing and heavy industry (pallet stacking, welding, etc.) but smaller single purpose robots for repetitive tasks and activities like: cleaning, painting, trench digging, roofing, mobile work platforms, spraying, testing, etc., and will also include “exo-skeleton” robots that users “wear” to enable heavy lifting and improve safety.
Driver-less trains and vehicles are already used extensively in mining and we will see a proliferation of smaller, purpose built, self driven machines with functional designs not dictated by the need to “house” a human operator and provide them with sightlines, access, comfort and control. This will enable smaller units as size will not be required to maximise returns on operator labour.
And though many commentators speculate that robotics will eliminate the need for human labour, I see that businesses will use robots to do some repetitive, intensive and/or dangerous tasks so they can delegate and direct their “human” employees to value adding areas where they are most needed. There are many jobs that cannot be replaced in short term by robots and many new jobs that will be created as a result of them – think of the huge numbers of people employed in the IT industry.
Trend 2 – Globalisation is here
Rapidly rising “middle class” incomes in developing nations have driven this trend as demand for consumer items and food creates real opportunities for Australian businesses. This is especially true of emerging Asian markets, where Australia and New Zealand businesses have a proximity advantage over other competitors.
New Free Trade Agreements with China and India will provide options for exporters but will also place our local businesses under pressure from imported products. Your strategies in these arenas will need to be clear.
It also places our skilled workers in the global market and as there is a global skills shortage predicted for 2030 (starting to bite in 2020), our workers will be poached by competing nations. On the flip side, improved communication technology also provides Australian businesses with access to lower cost, high quality workforces and we have already seen the impact of this through off-shore, call centres, data processing and the rise of “Virtual Assistants”
To access global markets and to build a brand that resonates with global consumers is outside of the skills and resources of many businesses. This means that we are going to need strategies that involve collaboration with others or alignment with brands that can make the jump. In some cases, this will mean alignment with brands and supply chains that in turn are locked with specific market channels.
The business of the future will often require different strategies from the business model that has brought you to this point!
Trend 3 – Data, data everywhere
The vast number of powerful, interconnected, low cost sensors, computers and data loggers mean that most businesses are producing huge amounts of data on their finances, operations, markets and people. However, few businesses “mine” this data for the information and insights that can assist them in making better business decisions.
Estimates, analytics, and data-driven predictions — they can all be confusing and overwhelming. But with mobile devices and interconnectivity, data is everywhere and owners should accept that it is now an inevitable part of business.
What information would revolutionise your business? How will you use this?
Trend 4 – Connection at all levels
Customer engagement isn’t a new trend but social media has changed the game by adding a new dimension to communication. Consumers now seek a stronger connection with the businesses that they deal with and whom provide their consumables. Think about the rise of: celebrity chefs, organic food, designer labels and customisation options. There will be a range of businesses that are able to build a brand and connect directly with consumers avoiding traditional market channels. E-commerce will be a critical component of brand building and order fulfilment.
At all levels and across all industries consumers are looking for deeper connections with suppliers and in may cases they have an expectation that this will lead to a more customised offering or product. For example: many high end premium car manufacturers (eg. Rolls Royce, Bentley, Maserati, Ferrari, Lamborghini, etc) have stumbled onto a significant market in allowing buyers to fully customise nearly every aspect of their new car – for a lofty premium.
However, its not only consumers that seek this connection. In a recent global workforce survey, Rainer Strack of BCG, identified the top factors that employees look for in their job and it emulates the results from previous surveys. Surprising for many business owners are that employees are looking for: strong connections with colleagues and their bosses, recognition and feedback on their performance and good work/life balance. “High pay” rated 8th and the focus is definitely on connection and the cultural elements of the business. Remuneration is simply a business “hygiene issue” not a “health problem”. Culture is the real currency…
How will you build better connections with your customers and team?
Trend 5 – Convenience the new currency
In addition to the trends above there is an overwhelming drive for improved convenience. Consumers will often pay a premium for products and services that help them to manage and deal with the trials and tribulations of their busy, time poor worlds. Buyers will often use businesses local to them rather than travel to a preferred supplier – for the convenience.
Similarly, “one stop shop” formats with multiple offers provide the convenience of not having to travel, negotiate and build relationships with multiple suppliers. This trend is particularly evident in the financial services industry with firms now offering a full range of tax, accounting, business, financial planning and broking services under one banner.
In other cases, consumers will forego other attributes of the buying experience for increased convenience. For example: with online retailing buyers forego elements of the usual retail shopping experience for the convenience of “point and click” selections and the delayed gratification of delivery by courier.
This trend doesn’t just extend to consumers, in B2B transactions participants are looking for convenience (and connections) in offers, orders, payment and delivery.
So how can you create a business that picks up on this trend? Think of issues like: packaging, portions, location, access to services, e-commerce, response time, delivery options and information sharing.
How to access some of these trends?
At recent speaking engagements, when questioned about “how to access these trends?”, I am increasingly asked the following question “My business is… too small/under capitalised/narrowly focused/skill poor…to access these trends in a meaningful way. How do we get involved?”
First…for many businesses they will be unable to deal with these trends because of the reason they have stated but that doesn’t mean that they cannot participate. Collaboration and alignment with brands and supply chains will provide access to: strong brands, capital, technology, skills and knowledge, markets and/or information. Seek them out…
These are only five of numerous trends emerging in today’s environment where I see opportunities for Australian businesses to become innovative. Developing clear strategies for these and other emerging business trends will help create competitive advantages for your business.
At SBD, we specialize in helping dynamic small businesses take advantage of their size, scale and agility to grow and prosper. If you’d like to find out more, take our free 30 minute challenge, address some of your key issues and gain insights into what is required to make it happen. Go to www.takethe30minutechallenge.com for more information on how you can start the process now.
In today’s rapidly changing business environment, learning new skills are necessary to stay relevant. Regardless of what your role is in a business, you will very quickly go backwards if you are not continuously growing and evolving.
The list of new skills required to succeed globally is long but the most in-demand are:
• Turning salespeople from order takers to business people who sell • Turning leaders from the star player to head coach • Turning managers from task-focused to team-focused • Turning administrators into business analysts
It may seem easy to learn any new skill, but we fall short most of the time because of challenges that appear amid the learning process. With that said, here is a list of the 10 key issues we see when learning new skills and how to address them.
1. Too much theory, not enough practice – While it is important to understand the theory/background to a new model or approach you are learning, it is more important to apply it to a real life situation so you can quickly learn what works and what doesn’t in the field.
2. Get the context right – Before starting any sort of training experience, spend the time to outline ‘why’ it is required in the context of your personal or business vision (and strategies). This will assist greatly in ensuring it’s completed properly and applied quickly in the business.
3. Fear of failure – This is very often one of the biggest hurdles to adopting new skills. The saying often comes to mind that fear stands for “False Evidence Appearing Real,” so realize that very often all these thoughts are just irrational beliefs raising in your head.
4. Fear of success – It sounds strange but very often business leaders/owners hold themselves back due to the extra pressures and lifestyle changes that may come with increased success.
5. Just-in-time learning – Take an online course or an ‘e-learning’ solution when you find yourself in a situation where you need a new skill to solve a problem right now. Often, these courses will feature videos from leading experts from around the world to help you get up to speed and apply instantly to your learning need. A great, just-in-time solution.
6. Ensure the learning is customized to your needs – Most courses in the market are very prescriptive by nature but also take on board the experience of the person or their desired objectives to build a learning experience tailored to the specific needs of the individual.
7. Before and after the learning – Before you learn a new skill, ensure you define at the start a clear definition on ‘why’ you are going through the training and upon completion, allocate time to de-brief what you are going to do to start applying the new skills. ‘Doing’ the actual course is only a small part of the learning journey.
8. Retaining your new skills – Those that attend a face-to-face course forget 90% of what they have learnt 24 hrs after the event, which is a lot of wasted time and energy to only retain 10% of what you learnt. So what are your options? E-learning provides the opportunity to continuously go back via an online platform and review the content you have learnt, the videos you have watched to ensure that you continuously re-learn the skills over a period of weeks and months. Retention of learning is dramatically increased.
9. Great Leadership support –Good leadership support will ensure the new skills can be applied quickly, hurdles overcome and time allocated for the development process.
10. No Time – Look for ways to break the training up into smaller, bite-sized chunks allows new skills to be learnt and implemented quickly. Experiment with more a blended learning approach (balance between face-to-face learning and e-learning) and different time-frames (potentially 3-4 hour blocks once a week) to overcome time hurdles and fit into the busy, business environment.
If you or your team are faced with hurdles to learning new skills for yourself or your team think through the issues above and determine those most applicable.
Ask the questions:
• What is stopping you from learning the new skills required for success? • What are your options? • What should you do first?
And from there, you can quickly develop 3-4 strategies to overcome each and dramatically improve your ability to change and adapt.
If you are looking for fully customised training programs for you and/or your team, then we can create a tailored program specifically for your business.
We can deliver the programs as 100% face-to-face or 100% online or a blended learning program that incorporates elements of both to meet your specific outcomes and/or budget.
Creating the ideal organisation is considered to be much like finding the Holy Grail – hard if not impossible. But this didn’t stop Rob Goffee and Gareth Jones, experts in Organisational Behaviour, to take up the challenge. Three years and many hundreds of hours of research, they found that an ideal organisation must be authentic and must nurture the development of authenticity in all those involved in the firm.
But the question still remained: what does an authentic organisation look like? And with more research, Goffee and Gareth came to the conclusion that an ideal organisation has 6 virtues which they kindly summarised in their simple questionnaire which is replicated below.
The simplicity of the questionnaire may produce a false confidence that these elements can be easily drafted into a firm – but that is not so.
Change – cultural change, takes time and resources. It is unsettling and creates fear. And to ease the fear, leaders must show the way and let all people in and around the firm know what the firm will look like when the mantle is changed. Careful planning and monitoring is required for the transition to become successful.
Have you created an ideal organisation? It would be fun (and informative) to consider your firm against what is considered to be the best. Complete the questionnaire to gain insight into where your firm differs to this perfection. It is reasonable to assume that few ticks will equate to less than optimal results. It is also reasonable to assume that your results will improve if you increase the number of ticks you get.
When you finish this task, ask yourself the question – what is it costing you and your firm to keep the status quo, and what would be gained if you had more ticks? Identify the strategy needed, then ask yourself the BIG question – what can you do now, this minute and in the next 3 months to make this change happen? The next step is up to you.
Examine the number of ticks in your questionnaire – the more ticks the better. Then, identify the strategies that you can apply to make a massive change in your business. What can you do now, this minute and in the next 3 months to make this change happen? The next step is up to you.
