Company Growth & Risks Involved (draft)

A company grows in a multi-dimensional facet. From a small company to become a larger company, the overall capacity to manage and deliver should likewise mature.

For every company, the core management or the people who make up various regions & levels of management are vital and form the strength area of the company.

The more skilled the manager, the better chances of handling complex events in any project; meaning which, if you have through skills to work with, you can mature your delivery capability for further complex projects. There by boosting the organization strength to work in-demand areas and thus survive on the basis of quality, skill & not just on quantity.

High skills fetch premium rates and more work execution happening on premium rates, further the growth.

Risks in the form of ability of the management to retain highly skilled profiles!

Retention does not happen beyond a certain level, thus churn rate, also sometimes called attrition rate has to be kept low, as low as possible. The churn rate is measured against a period and if the overall churn rate is lower in longer period of time say, 2 years instead of 1 year, the company would still sustain, maintain steady progress.

Risk in form of investment and time needed to build such skill base!

Building a team, building a highly skilled team requires both time and money. The investment should be regular, clear and binding. Another hidden risk towards building a high skilled team is in the form of projects choices made and how well coordinated the delivery is.

Risk in form of Project Choices!

A company does, for most of the time, provided it is doing well in lead generation and sales, a choice to choose the project. And more importantly a choice in solution to deliver!

Introspective: New Leadership Pitfalls and countering techniques

When a new leadership takes over the current leadership, makes progressive changes, with or without understanding the current circumstances, what was working, will continue to work, only as long as the team perspires and accepts new tactics, but in combination of older and more stable strategies of functioning.

Why will the new leadership fail?
• Lack of observation on the leadership to nurture core skills
• Lack of observation of core result producing functional aspects
• Indignation towards stable functions (if its old and everyone is doing it, then something is wrong with it, simply because everyone is following it and the contrary, if its old and working, then it should continue to work, requires key functional observation to justify stand)
• Over focus on miniscule obstacles, while ignoring the core burning & functional issues or
• In ability to address key areas and focusing on meager functional aspects that does not provide realistic benefits

Aspects that goes on to support failure:
• Top management acting, anticipating failure and having back up plans to nullify, in the event of failure. This will in turn increase the cost of implementation, increasing production loss or stressing the profit growth, generating indirect losses
• Business programs constructed to support weaker and more under developed mode of operation which lacks fundamental understanding on strategic grounds
• Promotion of blind, aggressive tactics to yield results while, slow and methodical approaches getting ignored or shelved
• Distress and division in team environment, causing divide, mistrust and imbibing favoritism of more appeasing or productive team members
• Limiting room for exploration, study of processes and definition on service grounds, focusing solely on packaged, default mode executions

Countering Measures
• Simplification standards, approaches to decrease stress, improve focus by tapping in to the core interest and expert areas team members
• Assimilating information on problem areas, identifying new opportunities and researching for better techniques, alternatives that builds team based operations, rather than segregation
• Focused, shared approach, propagated in Enterprise 2.0 strategies (shared knowledge sharing, team driven operations)
• Solutions focused on core areas of operations with pitfalls and dynamic mapping of implementation versus effectives of the implementation i.e. metrics definition

Strategy for Team Formation

If you look up the word Strategy in a place like wiki, there will be quite a few options. They include Strategic management, Marketing strategy, Technology strategy, Digital strategy, Trading strategy & Grand strategy etc...

The following is a summarization of how a strategy comes up and will impact the nature of execution in general. Formal proposals of strategies have and most often without any recognition of psychological backdrop are made and executed.

In ordinary circumstances, every individual follows a systematized approach towards achieving their daily targets, however mundane as they can get, the objective to start and finish is always laid out. Even if you insist that you are not going to leave the bed, it still is a objective.

Thus, every strategy has a objective. A target. A pathway that gives the Start to finish points, if you focus on the objective, your strategy often forms itself.
Strategy becomes more and more complex in direct proportions to the number of variables. Variables are people, circumstances, multiple, smaller objectives.

Thus, a strategy could take longer to form as several anomalies need addressing.
Some of the common practices adopted to neutralize anomalies is to do trial level smaller strategic implementations whose outcome carries only one sole purpose, further advance the main strategy.

Now, no strategy is fully fool proof, provided the counter strategy develops formative understanding of the original strategic goals and works against the objective with clear understanding of the execution.

Strategies chiefly apply at work areas, including team based operations which starts off by the building of a team, the team dynamics often determines the success of a project and hence very clear picture of roles played by each team member should be highlighted or at least that’s how I work.

This helps me form a mutually respectable scenario among the members, with each member feeling their significance and developing a passion, focus on what they need to do and when they do what they at their best, the results are obvious, success is almost always achieved.

One Punch Stop

Objectivity, determination and ambition. One punch stop is about having a clear cut ambition with defined objectives and determination to achieve what should be achieved.

Like the purpose of a weapon is to make it lethal, effective and strong enough to stop your opponent in a single blow, one punch stop aims at providing the maximized summary information on various topics at one go.