Ask yourself the hardest question: Today!

Ask yourself the hardest question: Today!

A question I always ask my clients at some point in an improvement initiative is: “what would a VC firm do if they took over management today?

It always leads to deep and challenging conversations, that lead to a recognition of things happening, or indeed, not happening, in a business that is delivering sub optimal outcomes.

Waste from many sources, such as rework and excess inventory, fragmented internal processes, friction for customers, sub optimal performance of machinery, functional misalignment, missed opportunities, and many others.

Approaching the identification of problem areas as a third party might, allows people to open up and be constructively critical of the status quo, and envision what changes should be made. 

 Being as we are in the middle of a crisis, you no longer need to envisage what a VC might do in the event they turned up to rape and pillage the business, it is happening around you by ‘The Bug’.

There has never been a better time, except last year, to ask yourself the question.

Second best time is right now.

When you have some of the answers, do  not waste any time implementing. The state of your cash reserves and sales pipeline will dictate the urgency of action, and some may, with the benefit of the hindsight you do not yet have, not be the absolute best option.

However, doing nothing is not an option, so get on with it and implement. 

 

How to insulate your business from the inevitable recession

How to insulate your business from the inevitable recession

 

The inevitability of a bad deterioration in the economy is now absolute. No more fluffing around with nice, reassuring words, the  consequences of this Corona pandemic will be an economic and social clusterf**k.

So, in these circumstances, how do you insulate your business from the effect, and even make some competitive and strategic headway?

Five things I have learned over my 45 years in business, the last 25 of them helping SME’s improve, and from time to time, survive, often in adverse circumstances. Over the course of that 45 years, I have lived through a number of events that caused significant distress at the time, and resulted in massive changes to the way we live and work. However, none I suspect will be as cataclysmic as this current crisis. Nevertheless, the lessons from the past can be applied to the present, so long as we do so recognising they will not be just copies, they will have their own characteristics, and some nasty traps for the unwary. 

 

Have a strong balance sheet.

This means having cash reserves. In tough times, nothing is as valuable as cash, it delivers flexibility and options, without which you are at the mercy of others. In days of low interest rates as we have, many have been seduced by the siren song of leverage. It is the ‘ make your assets work harder‘ pitch of those in the financial leverage game. Leverage however, works both ways, and in a downturn, accelerates the rate at which you go broke.

If you are leveraged, deleverage as hard and fast as possible, and hoard your cash.

 

Have a plan

While plans are made to be broken, at least you are able to track where the divergence happens, figure out why, and how to do it better next time. Planning effectively requires that you have a common strategic objective, broken down into ‘nested’ tactical objectives. This cascading of objectives ensures that priorities are clear, that the required resources and capabilities are delivered to the points they are needed to achieve the objectives, and deliver the best return.

 

Have a spring clean

Every enterprise carries the imprint of its past, often deeply buried. Many should be jettisoned  during the bad times, when it is easier, which has the effect of delivering a leaner more responsive enterprise as things improve. Apply the Pareto principal to everything you have and do: customers, processes, product lines, employees, inventories, fixed assets,  and suppliers. Clean out the ones that do not deliver value in excess of cost, and that are inconsistent with the more focussed strategy you will have developed. Hidden deep in most businesses are transaction costs, which are almost always a source of significant cost reductions  and ‘no-cost’ capacity increases. Eliminating the friction that generates these costs, will save time and money, deliver ‘no added cost’ capacity, and make customers very happy.

A question I ask my clients at some point is: ‘What would a VC do if they bought this business? Everyone understands a VC investment is always on the basis of a fast profit. Invest, optimise, sell. The question and subsequent conversation focusses the mind on what actually generates the value customers are prepared to pay for. Sometimes there are regulatory costs, and there will be a core of necessary cost that enables operations, but the rest is on the block. 

 

Focus on getting money in, not just cutting costs

Cost cutting is the reflexive response to a cash crisis, and short term it works, but not in the longer term. To use a sporting analogy, you cannot win a game by being defensive, the very best you can do is have a draw. Having a draw in these circumstances means you go down the gurgler with all  the others. No, you have to find a way to expand, get new money in the door.

 

Let the inmates run the asylum.

Post this Corona crisis, the world will not just go back to the way it was. Many of the changes necessary to beat this thing will be baked into the way we interact with each other. Work and the expectations of our institutions will be forever altered. Setting out to manage these changed dynamics without the appropriate level of change in management processes and behaviour will lead to inevitable failure. Following are a few thoughts on the pivotal changes necessary

  • Remote work. The most obvious is that we will all be more attuned to working remotely. While it was an increasing trend prior to the bug, it has become a tsunami in the past few weeks and it will not go into reverse. Therefore, the management  task is how to harness and leverage the capabilities of a remote workforce. Most senior managers are of the vintage that did  not grow up with digital as an automatic and natural part of their lives, and for many this is a scary prospect. Most have accommodated the digital revolution in some way, but the institutional cultural barriers that remain in their hands, need to be dismembered.  
  • KPI’s need to be set on outcomes, not activity. No longer will presence at a desk, and seemingly adequate levels of activity be enough, it is the outcomes that will dominate. This change requires a whole rethink of the manner in which performance is measured in most organisations.
  • Management behaviour has to change. The best leaders and managers BB (Before Bug) spent a significant part of their time ‘walking around’, and communicating face to face. Time spent understanding the problems and opportunities for individuals, and groups of individuals at every level paid dividends. This face to face, personal interaction will no longer be practical. Leaders need to develop processes that deliver that sense of personal interaction to employees and contractors operating remotely. This means they have to have in place systems that deliver emotional security and stability while focussing individual and group effort on achieving a common goal.
  • Transparency creates accountability. Instinctively, we all know this, but for so long, information has provided power, so it has become the default to hang onto it. No longer will this be the case. Leaders will create accountability by being transparent themselves, and forcing that transparency through the organisation structures to the lowest levels. This change will be very uncomfortable for many, and will lead to a wholesale turnover in older managers who simply cannot make the changes necessary. This will lead to a social challenge for us all. However, those managers will be replaced by younger ones who are more attuned to accountability based on outcomes rather than presence. All those who have not read Ray Dalio’s book ‘Principles’, should use this downtime to do so. It lays out a comprehensive and compelling argument for what Dalio calls ‘radical transparency’. This will become, I think, the emerging  default.
  • Communicate, communicate, communicate. The options for communication have exploded, in the post bug world leaders will be using all of them, continuously. The communication is an essential ingredient in the mix of creating transparency, accountability, and focus on a common objective. It will require entirely new processes and habits to be developed, replacing old ones, and a radical reordering of the priorities of many managers.
  • Creativity will flourish, if you let it. Crises always lead to creative solutions to existing problems, and innovation to create opportunities in areas not previously recognised. The two world wars last century led to an explosion of technology, Microsoft was launched during the 1970’s oil crisis, the iPod launched in the aftermath of the dot com bust, and the 2008 meltdown led to Uber and Airbnb. All of these were spawned outside any corporate boundaries, except perhaps the iPod, but Apple was as good as broke at the time, so had little to lose. 

When you need the wisdom of having lived through it all before, and learnt from the experience, give me a call.

 

 

The silver in the corona cloud

The silver in the corona cloud

As we hesitantly, with stumbles, come out of this lockdown, we will see the landscape has changed. For some, it will be a land of opportunity, for others, a wasteland.

Rather than seeing it as a calamity, those who choose to see it as an opportunity, will be able to look and see that what has actually happened is that the lockdown has dramatically accelerated many trends that were already slowly impacting on our lives. They were all evident before to those who were looking, now they are in ample evidence to everyone who is not completely blind.

The more obvious ones, are:

‘Digitisation’.

So called digitisation has taken off, whatever digitisation means in your context. Suddenly ‘digital’ is the new normal. From remote control of factories to grannies interacting with their grandchildren via Zoom, nobody has been immune.

Remote work

Working from home, cafes, the car, has been developing for a decade. Suddenly, it has been accepted as an alternative to expensive office space in central locations. What will probably evolve is some combination of decentralised ‘meeting places’ and working from home, serviced offices, and cafes. The trend has been pushed along a decade in 5 months.

Retail delivery services.

Similarly, delivery services have been pushed ahead a decade. Everything from the local restaurant to the supermarket, and department store now must be geared up to deliver or lose the sale. This will change the nature of retail from transactional to more ‘showrooming’, a trend harnessed by Apple a decade ago while everyone else was cutting retail prices and locations to save money.

The end of ‘purpose’ marketing.

The focus of marketing, at least by corporate marketers, will have pivoted from the banality of the ‘purpose driven’ marketing of the last few years. In the absence of a compelling idea, marketers deluded themselves that people really cared about their empty statements of ‘purpose’. Your potential and current customers will be demanding evidence that the statements carry weight in the behaviour of those seeking their money.

Politics.

Politicians have had a huge wakeup call. We voters really hate the division and spite of the practise of politics as usual pre corona. We long for some evidence that those elected to lead, do so, rather than just taking the trappings of office for their own benefits. The pressures on politicians and the political orthodoxy that has dominated to date will have to be revised. The basic assumptions about what services government provides, and from who and how, the necessary funds are raised to pay for them, have moved.

Not since 1939 have our politicians been confronted with the profoundly difficult choices that now face. I wonder if they are up to the challenge?

The economy.

The economy has suffered a major stroke, one for which substantial rehab over a long period will be required. It would be naive to believe it will recover to look much like the pre stroke version, but recover it will, over time. For those willing and able to push the boundaries, there will be opportunity everywhere, from the remaking of supply chains, to the potential of rebirth of sophisticated niche manufacturing, and new export markets.  Digitisation of just about everything that has been accelerated massively, will demand investment and different business models and enterprise capabilities. These will offer great opportunity as well as what for many will be a terminal challenge. None of this will be easy, but it will happen.

As we ‘wake up’ from the corona coma, there will be an inclination to revert to the known, and comfortable. Succumbing to that urge will be a mistake, as we have all been forced to move on, to push the edges of our comfort zones. The economic and social climate has changed dramatically, and those that seek the comfort of the Pre-Corona status quo will find themselves isolated and falling behind their competitors.

Picking your way through all this will take effort, experience, and careful planning. When you need the injection of those skills, give me a call.

 

How to think about your business

 

Business is simple, in principal.

Sell something for more than it cost you to produce or acquire it, recognising that the buyer needs to understand that the value they will derive from the product is greater than the cost they incur in buying it.

Simple.

Einstein said everything should be as simple as possible,  no simpler, and his E=MC2 is the simplest  equation that explains (somehow) masses of complicated stuff. It is the best example ever of Occam’s Razor, named after William of Ockham, a 13th century philosopher which encourages decision making to the broken down by progressively removing those outcomes that are based on beliefs and ideas rather than facts. When you have all the beliefs removed, you are left with the facts.

Often however, not so simple after you go one or two levels down the burrow to figure out just how you go about that process of removing all the biases and beliefs that masquerade as facts.

Charlie Munger, offsider to Warren Buffett in creating billions of value for Berkshire Hathaway shareholders over 50 years spoke about Mental Models in a speech in 1994.  His premise was that you need a ‘lattice’ of mental models that apply to the different  perspectives that apply to any question being faced in order to distil the ideas and wisdom that applies to your situation.

I agree absolutely with the idea.

It is simple, but as complex as you choose to make it.

As someone who helps small and medium manufacturing businesses improve the economic performance, there are numerous mental models at work simultaneously.

Strategic models: There are many strategic frameworks or models for business planning. Porters 5 forces, Boston consulting’s 4 quadrant,  game theory,  the old favourite SWOT, and many others. Profoundly important and often missed  at this point, is consideration of the business model being employed. 

Operational models: Lean thinking, 6 sigma,  shift sequencing, the mix of technical, support and operational staff, deployment of technology, interaction of technology and those at the work face,  on and on, you have the opportunity to use the wisdom of others to sort the relevant from the  not so relevant.

Financial models: the standard accounting forms of cash flow, P&L, and balance sheet, together with a break even analysis, and decisions about the type of costing models to be used, ratios to be calculated, and formats in which the information will be communicated. To properly understand the operational mechanics of a business, you need more than the standard financial reporting. Their limits are a view of what has happened to the money, little about why and how it happened, and certainly very little about what may happen in the future.

Marketing and sales models: where do I start?  Ideal customer profiles, value proposition, digital Vs analogue, differentiators, marketing toolbox and the multiplicity of tools to deliver leverage, ROI of marketing investment, Account based selling,  selling models such as BANT, sales funnel, conversion rates, anchoring a negotiation, and thousands more.

How do you sort all these options into a few that will deliver results that are worth the investment?

  • You start with the end in mind, the strategic and commercial objectives, the why. I call this process ‘hindsight planning’
  • You break down the challenges into sequential ‘chewable chunks’
  • You focus on the important more than the urgent.

Behavioural models: These usually emerge as a group of expected behaviours, collectively called ‘Culture’. The best example I can think of is the 10 commandments, common to the 3 Abrahamic religions (Islam, Christian and Jewish) that sets a wide framework of the few things you must not do, leaving the rest up to you. Together, in their own environment, they provide a ,macro framework for behaviour, which we then break down further into the components that we seek to live by in a community.

When you need some help sorting this out, call me.

 

 

What are the ‘tells’ of a failing culture?

 

A ‘Tell’ is an unconscious, usually inconspicuous, sign that something is happening. It is a term commonly used in card games, someone scratches their nose when they pull an ace, or looks over at their drink when a potential flush, is well, flushed.

Cultural failure is all around us, in our workplaces, communities, and institutions. The news bulletins are full of it, so full we seem to becoming immune, no longer enraged, just sad and drained at the seeming inevitability.

However, when you see a problem early enough, you pick the ‘tells’, you can often address them as molehills before they emerge as mountains.

So what are the tells of a failing culture?

In my experience there are a number of very common ones, the presence of any is a sign of disturbance to be addressed, more than one is a problem.

Lack of accountability.

When accountability is clear, individuals tend to act in more predictable and generous ways. When that accountability is to a peer group, rather than just ‘a boss’, that tendency is amplified, as we are social animals, and our welfare is tied to the welfare of the group. Behaviour that leads to the erosion of the welfare of a peer group leads to expulsion, and that is a huge penalty, greater than any that can be imposed by a ‘manager’

Shortage of diversity.

This has little to do with gender, ethnicity, sexuality, or any other label that can be applied by pressure groups. It is all about the diversity of thinking, background, and understanding. That diversity of thinking does  flow from the diversity of the people, but it is not a direct correlation. Actively seeking those who are willing and able to shed a different light on issues and challenges, hearing those often challenging views and taking account of  them in decision making, is a sign of a healthy culture

Absence of investment in people.

The greatest asset of most businesses walks out the door at 5.00 every day. Without them, a business is just a shell, a building, unable to get anything done. Investing in people is an essential ingredient of not just success, but remaining in business. There is piles of evidence that an investment in people is a great investment, generating a very fat return, but it is long term, hard to measure, easy to cut when times get a bit tough. The best enterprises double down on their people, particularly over the last 25 years as we have moved towards business models that value intangibles over tangibles.

Relentless imposed pressure.

High pressure environments wear people out, generate mistakes, short cuts, and poor behaviour. Every enterprise has times when things are really busy, the pressure is really on for some reason, but when it is relentless, and unchanging, particularly when imposed by a management that is using its power to impose the pressure rather than the individuals taking it on willingly, it is corrosive.

Walk the talk.

Talking about the desired culture and the behaviours, standards and ethics that underpin it is one thing, easy for most, the hard bit is to walk the talk, every day. This applies most specifically to the leadership of the enterprise. The behaviours that support a great culture are embedded and reflected at all levels.  However, they have no chance at all if the person at the top is not diligent about their behaviour, every day, in even seemingly small and supposedly unseen ways. People listen to what their leadership says, and if it is not exactly as they behave, they ignore what is said, and mirror and multiply the behaviour.

If you have ever seen a slick, egotistical CEO deliver a persuasive narrative about the importance of people, and a month later oversee a ‘re-engineering’ because the quarterly numbers are down, you know what I mean.

As you think about the culture in your business at the beginning of the new decade, you need to look at yourself and your behaviour early on in the process.

 

My thanks to Scott Adams for the portion of a Dilbert cartoon acting as the header, that reflects the last sentence.

 

 

 

 

Australia Day, January 26, 2020.

 

Sunday is Australia Day, and the bushfires consequences, and the possibility of more in the next short period, is at the forefront of peoples minds.

In recent days however, we have had dust-storms that have been truly frightening, and intensive storms, including damaging hail, some in areas still smouldering. Now we have the farce of the Libs buying votes with grants to sports clubs prior to the last election. (In the interests of full disclosure, I chair a sporting body that had an application in to replace some critical infrastructure that was, now still is, on its very last legs.  We were pretty confident of being successful, as it fitted the guidelines like a glove, but we failed to account for the fact that the club concerned is in a safe Labor seat)

There will be substantial political and commercial fallout from all this.

From the various climate induced calamities, insurance rates will go up, politicians will be held accountable. Those with capital to be invested  will demand that action be taken, and they will vote with their money by not investing in areas they see as subject to the uncertainty of climate change. Larry Fink, chairman of Blackrock, the largest money manager in the world ,has written an open letter to CEO’s informing them of Blackrock’s revised assessment of the risk profile of investments it makes based on climate change risk. His is a voice that carries huge weight, and Blackrock putting their trillions where Larry’s mouth is, will have a significant impact. If the commercial funding of the revised Adani project needed another nail in the coffin, I suspect Mr Fink just supplied it.

Mr. Morrison will be haunted by photos of his stunt bringing a lump of coal into parliament. It has become a parody of the inability of this government, and to be fair, those that preceded it, to develop a framework to manage the impacts of climate change. I wonder if the Greens in their quiet moments now look back on their decision to scuttle the Rudd governments carbon pricing scheme as the greatest blunder they have ever made? I did hear Richard Di Natale defending the decision on radio a couple of weeks ago, and he sounded like a kid caught stealing money from the church fete. 

Rudd’s comment that ‘climate change   is the great moral challenge of our generation‘ is proving  right, unlike much of the other stuff he said. He was right and every government, including his, has failed to step up to that challenge.

I wonder if the fires might start a serious consideration of  the manner in which we replace the infrastructure destroyed? We have the opportunity to experiment with technology, capital equipment, and organisational processes, rather than just running out and replacing the destroyed infrastructure with more of the same. Perhaps not: that tactic may reduce the headlines and openings to use as photo ops, as well as risking partisan criticism in the inevitable event an experiment does not work as ‘advertised’.

The economy is in the shitter. The GDP figures for the April quarter when released in about September, will show increases in activity and our gormless Treasurer will mount his soapbox blathering about the plan, when the increased activity is just about replacing assets lost in the fires. Nothing will be done about our manufacturing productivity, which long term is the core of the economic growth we would like to see. Supporting that are basic items  like the technical education and  apprenticeships, the hard, on the ground skills needed to keep up in a digitising world.

I suspect tourism, one of our biggest industries and employers will be hit hard, not just by the impact of the fires,  but by the uncertainty that prevails. It will put off many travellers, and spending a few million on reactive advertising is about as useful as pissing on a bushfire. Better than nothing I guess, but about as useful.

The impact of the financial services royal commission are yet to be worked through the system, but to me it seems like not a lot will change. There have been a few heads chopped, a few of the protagonists in the debacle promoted, and a few new regulations proclaimed, intended to fill the obvious holes,  which will more than likely just require more administration, and inevitably costs will increase. Just in the past week, we have had AMP caught, again, with its hand in customers cookie jars. Will these amoral pricks ever learn?

The current Royal Commission into the treatment of the aged, will I suspect, throw some more explosive material into the public forum, and we will be demanding quick and effective action, neither of which the government will be likely to deliver. If the fires, storms, and sporting grants rorts do not destroy the prospects of another term for this lot, the anger from the baby boomers whose parents it is that are suffering should be enough to tip them into oblivion. This is assuming of course there is a credible alternative. If not, hopefully Morrisons invisible friend who has been notably absent these last 4  months will turn up to assist.

Exactly a year ago today, I expressed concern that we would be ‘molested’ by politicians seeking election. Well, that happened, but then as we got closer to the day, the polls clearly showed a win for Labor, which failed to eventuate. Nobody was as surprised as our then, and now current Prime Minister who said in his acceptance speech: ‘I have always believed in miracles.’ As a result he floated along doing nothing beyond making ‘how good was that’ speeches and having a restive, and in some cases stupid back bench, sitting on a one seat majority, but grasping the trappings of power. I suspect the year coming will be entirely different, as the mood of the electorate seems to me to be pretty ugly. The question is have Labor recovered sufficiently from losing the election they thought was in the bag to be an effective and contributing opposition, or will they remain hiding under the table. A good start may be to propose a unity ticket to develop a  long term policy response to the climate and energy challenges we face.

Whoops, there goes another heavily made up pink pig flying past.

Have a good Australia Day, hug your family, friends and neighbours, and batten down the hatches.