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Archive for March, 2010

A Company Is A System

10 Mar

A company is a system, and as a system, it is perfectly designed to produce the results it is producing.   I told this to a business owner recently and their response was “that is really harsh.”   Yes it is harsh, but it is the truth.  Think about it!  How else can it be?

As a business owner that is not getting the results you want, there is only one place to look.  That is the design of the business.  If you want different results, you have to change the design.

In order to change the design you need key distinctions to see what is really going on.  You cannot intervene in a world you cannot see.

The first step is to look in the mirror to see who is responsible for the current design.  Once you declare your responsibility in the matter, you will start to learn how to make the necessary changes.  If you blame others for the design, all your learning stops.

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Welcome to The Executive Perspective

07 Mar

It Doesn’t Have To Be Lonely At The Top!

 

The Executive Perspective Roundtable provides a unique peer group for top-level business executives to meet, share experiences and resolve business challenges in a confidential setting.  This dynamic convergence of people and ideas results in each member gaining a broader perspective from the experiences and insights of other business leaders. Members also gain a sounding board for issues that cannot be easily discussed.  Like a board of directors, the roundtables are completely confidential. Participants openlyexpress their concerns, and discuss alternatives, in a setting that would be difficult to duplicate anywhere else.

As a CEO, President, General Manager or company owner, you are responsible for many of the top-line and bottom-line decisions made within your company.  How are these decisions vetted?  Who can you confide in?  With challenging or delicate decisions, it may be difficult to confide in your board or your staff while you are thinking through the issues.  Yet wouldn’t it be great to have the opportunity to get a broader executive perspective from people, like you, who have been through similar situations and be able to use their experience as a guide?

As an operating executive, what do you think?

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