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“People only see what they are prepared to see.” ~ Ralph Waldo Emerson
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Business needs a model to integrate strategies with objectives, both business and sustainability, to collaborate internally, listen to external publics, effectively apply effort and resources that produce products and services fulfilling expectations of the customer. It promotes continuous improvement while recognizing stewardship for the environment, while benefiting the corporation.

“In a typical large change program, it is not a matter of sending out the new organization chart or the new budget or the new strategy with a few projects. It is about changing people’s behavior, often a lot of people, and this is not trivial.”           ~ Professor John P Kotter, Harvard Business School

Interesting enough, research shows there are at least two paths to Sustainability. Sustainability can be a voluntary, directed and focused initiative designed to transform the mindset and culture within your organization. Often times this is a culmination of a series of transformations that has brought your organization to realize that the next step should be long-term and more stable over time. Sustainability can also be an obligation from the central government to ensure environmental control of emissions that encourages best practices or driven by market or internal forces to survive the changing market landscape.

However, there is another perspective that acknowledges that Sustainability is the evolutionary “next step” of investigating internal and external opportunities. Not every company understands Sustainability, nor embraces CSR to implement it correctly.  Understanding starts with recognizing threats and accepting why change is necessary. Here are seven possible explanations of why a company would choose to be socially responsible:

Reason #1: Urgently Needed Fixes.  Often times, Owners and Executives will want to transform their organization, with a since of urgency, for immediate reasons. Many times this is triggered by a crisis or event that forces the need for change.  It may be a vacuum in the succession of the business leadership, market valuations, illegal business practices or environmental catastrophes. Owners and Executives, who are forward thinking, will recognize potential impact of their crisis and foresee the consequences and recognize the potential exposure from past practices.

Reason #2: It’s just the way it has always been[1]. Succession of leadership is an opportunity for change. This is especially true when the original founders of the Corporation past leadership roles to trusted personnel and family. Taking this transition creates an opportunity for change that could outline a number of reasons why executives would consider Sustainability as the next logical organizational change. The organizational mantra “it’s always been this way” should be a signal for leadership to look at areas of waste and applying Sustainability and Quality principles.

Reason #3: CEO interest[2]. A CEO may have a number of interests around Sustainability, but the two most important are based on tangible benefits in mitigation of external risks. Today, more often than not CEOs will rely upon their CFOs expertise and understanding of tangible benefits from Sustainability. From a risk point of view, CEOs must play the leadership role when confronted by NGOs. As Steve Fludder, VP of Ecomagination, GE said; “Let’s figure out how to take the world in a different direction and let’s all go there together.”

Reason #4: Reducing Costs To Stay Competitive. Good leadership will have costs as targets for business success. Would these cost savings have happened anyway without Sustainability?  Perhaps. Looking through Sustainability lens, identification and elimination of costs will be seen differently. Here are some examples of how costs could increase performance and profitability in an organization:

  •    Cut mileage out of transportation routes
  •    Reduce energy consumption
  •    Reduce water consumption
  •    Telecommuting to reduce employee carbon footprint and increase productivity
  •    Eliminate a variety of waste, internally and externally

Reason #5: Legislation Uncertainty. CSR is a form of corporate self-regulation integrated into a business model. Astute executives are CEOs are wary of looming “anti-business” rhetoric and possible legislation that will increase government involvement in environmental processes and procedures. In this context, CSR is a mitigation tool against government over regulation of an industry. Further, CSR policy functions as a built-in, self-regulating mechanism whereby a business monitors and ensures its active compliance with the spirit of the law, ethical standards, and international regulations.

Whether through court decisions, regulations, or legislation, companies and industries can be forced into social and environmentally responsible practices. They are also worried about possible legislation that would penalize previous behavior and increase future litigation and risk to business. Current EPA regulations monitor impact from air, water and land emissions.

Reason #6: Overzealous Marketers[3]. “Greenwashing” is recognized as the “yellow journalism” of marketing. It makes claims about a product or company that cannot be substantiated by actual business or environmental actions or records involving the protection of community, habitat or the entire planet. Overzealous marketers are essentially disingenuous storytellers who are not practicing social responsibility and not transparent. However, prudent leadership caught in “liar, liar, pants on fire” scenario may be compelled to rectify that behavior and improve their brand image through active Sustainability practices.

Reason #7: Third Party Intervention. A financial institution that has supported the business may seek improvements in the business performance to reduce a potential risk to their investment. This may prompt the business leaders to take improvement actions that were previously alien to satisfy the institution and reduce the risk to their own assets that may be held as a guarantee against the investment[4].

Reason #8:  Sales Decline. There may be a serious decline in sales. Competition, new technologies, a failure to meet the customer needs and expectations, a history of poor product development and introduction or poor marketing may all be contributory factors in reduced sales and be the catalyst for the business owner to change the approach to the business development[5].

Reason #9: Takeover. The business is acquired and the policies and practices of the acquiring business are adopted and introduce a proactive approach to the business. This may follow the appointment of new executive directors[6].

Reason #10: Lack of Internal Skills. The dearth of management skills within the business may trigger the appointment of an external senior executive who brings new methodologies, planning and enterprise to the business[7].

Reason #11:  Family Business ‘Turmoil’. The autocratic control of an owner may at times only be changed through the realization that permanent family divisions are undesirable. It may well be the opportunity for perhaps the ‘university educated next generation of family’ to demonstrate their abilities in setting and achieving sustainable growth strategies and managing the culture change[8].

Reason #12: Where’s The Beef? This a true “loss of face” predicament when your executives have promoted that the company meets or exceeds compliance to Sustainability principles and standards, but either have not fully implemented checks and balance, not completely institutionalized all employees, have not tethered executive incentives to behavior or do not hold Suppliers to the same standards. The most obvious example is British Petroleum [BP]. BP had engage its entire enterprise and committed to Sustainability for years. It was often highlighted as an example of making a carbon based industry leader into a paragon of Sustainability virtue. However, in 2010, that lofty status was dethroned when BP created the worst environmental disaster in the Gulf of Mexico.

Sustainability is the holistic business model for the 21st century. From a business perspective, it is a long-term strategy that eliminates waste, both externally and internally, while supporting the survivability and transformation of the enterprise. The future is our’s to create now.

Footnotes:
[1] Epstein-Reeves, James; The Six Reasons Why Companies Actually Wind Up Embracing CSR,  Forbes,  The CSR Blog – Corporate Social Responsibility  10/17/2012
[2] Epstein-Reeves, James; Ibid.
[3] Epstein-Reeves, James; Op. cit.
[4] Willetts, David; DAW Consulting, UK; Retrieved; 12 Aug 2012
[5] Willetts, David; Ibid.
[6] Willetts, David; Op. cit.
[7] Willetts, David; Op. cit.
[8] Willetts, David; Op. cit.

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“Coming together is a beginning. Keeping together is progress.
Working together is success.” ~ Henry Ford
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Learning how to adopt Sustainability principles to produce a corporation’s awareness of resource consumption like carbon, water, and electricity in order to run their businesses in compliance with existing laws and regulations is based on “lessons learned”.

Sustainability promotes awareness.
Awareness promotes learning and values.
Learning promotes forward thinking to anticipate the future.

If trends continue, Sustainability will be the new competitive tool for business in the 21st Century. It is an internal, external, and a forward facing conviction that embeds and integrates disruptive business practices and technology. Internally, it coordinates your Core Assets that are based on common values. Externally, it addresses externalities and builds outside relationships with those entities. As for forward facing facet, Sustainability always interacts in a dynamic environmental, economic and social environs. Last, but critical to success, is the evolution of innovation that is designed to fit you business needs. It should continue to adapt and provide services to produce products wanted by your customers and address marketplace opportunities based on Sustainability.

If ethical decision making is not part of your due diligence analysis, it should be. For it can be the bridge from your corporate values to the actual “go-no go” decision for a variety of projects and initiatives. It can help steer efforts into avenues that could otherwise be overlooked. Addressing Sustainability and Stewardship in context of approving funding would help ensure your strategic directions are met and align with other business constraints (i.e., ROI, cost reduction, new product development, etc.).

Understanding ethical standards, consequences in violating standards, and the impact on your core assets can have a positive effect on your corporate culture was implemented and enforced prudently. This regarding those values, can have an  underlying  perception that those values are not genuine. Regular discussion, execution for ethical issues in applying those issues and business cases are helpful in ensuring sustainable development and stewardship.

This is an excerpt of my new book “Building a Bridge to Benefits”. Publication date is scheduled for November 2013 and is planned to be available on Amazon. More to come …
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Jarvis Business Solutions, LLC
Contact Information
Email: Ralph.Jarvis@JarvisBusinessSolutions.com
Blog: http://horizons.JarvisBusinessSolutions.com
Web site: http://www.JarvisBusinessSolutions.com
LinkedIn: http://www.linkedin.com/in/corporatesocialresponsibility/

Lead Smart, Endless Opportunities when Sustainability is driven by Lean Six Sigma
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Gartner Hype Cycle for Emerging Technologies, 2012

Gartner Hype Cycle for Emerging Technologies, 2012 (Photo credit: marcoderksen)

Analysts Examine Top Industry Trends at Gartner Symposium/ITxpo, October 21-25 in Orlando

Gartner, Inc. today highlighted the top 10 technologies and trends that will be strategic for most organizations in 2013. Analysts presented their findings during Gartner Symposium/ITxpo, being held here through October 25.

Gartner defines a strategic technology as one with the potential for significant impact on the enterprise in the next three years. Factors that denote significant impact include a high potential for disruption to IT or the business, the need for a major dollar investment, or the risk of being late to adopt.

A strategic technology may be an existing technology that has matured and/or become suitable for a wider range of uses. It may also be an emerging technology that offers an opportunity for strategic business advantage for early adopters or with potential for significant market disruption in the next five years. These technologies impact the organization’s long-term plans, programs and initiatives. Gartenr’s Top 10 include:

  1. Actionable Analytics
  2. In-Memory Computing
  3. Integrated Ecosystems
  4. Strategic Big Data
  5. Internet of Things
  6. Hybrid IT and Cloud Computing
  7. Mobile Device Battles
  8. Mobile Applications and HTML5
  9. Personal Cloud
  10. Enterprise App Stores

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Daniel Goldstein makes tools that help us imagine ourselves over time, so that we make smart choices for Future Us.

Today, we have many sources of information and knowledge. That is true for topics surrounding Corporate Social Responsibility, Sustainability, Business Transformation, etc. I have discovered some very good videos that are supported by the Creative Commons (CC) license and comply with the Digital Millennium Copyright Act (DMCA). For more information, please go to originating sites for more information (TED, YouTube, and other  web sites). We hope you enjoy these videos and share with your friends and colleagues.

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Organizations evolve and change with their business environment, much like living organisms do with nature. The business owner should always be aware of that change, understand its impact, and be proactive in managing change to improve performance and extract tangible benefits for his company. Most companies are not fully optimized and retain inefficiencies in day-to-day operations of doing business. Combining Sustainability and Lean Six Sigma in a synergistic approach to promote sustainable practices, reduce your corporate imprint on the environment, improve efficiency and performance, and promote brand differentiation in your marketplace. From one focused initiative, crossover benefits would almost assuredly provide significant Tangible Benefits by understanding how to retain your improvements that are measured by your bottom line. This is easier to achieve if change is planned, well managed, and aligned to the goals of the organization. Organizations often go through growth stages. Here are a couple of scenarios for change: Unknown Future for the Enterprise, Actions and Decisions without recognizing Outsourcing consequences, and Future Sustainability & Quality Enterprise Growth

Copyright by Jarvis Business Solutions - Organizatinal Evolution

No Vision | No Change Control | Unknown Future for the Enterprise

Many corporations are faced with a dilemma. In many cases, the founder of a company may not recognize the need for an organizational vision as business changes. Leadership often tolerates inefficiencies, especially when “fire drills” are often case. Often, leadership they understand the history, inception and evolution of the organization since its founding, to may not have a clear understanding regarding its next steps.

The typical “fork in the road” provides management with three alternatives: do nothing, elect to transform through outsourcing, or most effectively, efficient transformation that includes sustainability and quality. In this scenario, although management is aware – it does nothing. By ignoring unseen costs and tolerates inefficiencies, this leadership fosters bureaucracy that leads to eventual organizational stagnation. Here is why:

  1.  Inception & Evolution: This is the period when an idea is transformed into business. It may be a very small organization of one person or expanded to include larger groups to meet the business needs. An organization could vary from “vague” to a clear hierarchy with a “command and control” structure. Oftentimes, organizational evolution develops in the decentralized model.
  2.  Congeal Phase: This phase is the “critical mass” of the organizational when issues become recognized. There may be a serious decline in sales. Competition, new technologies, a failure to meet the customer needs and expectations, a history of poor product development and introduction or poor marketing may all be contributory factors in reduced sales and be the catalyst for the business owner to change the approach to the business organization.
  3.  Bureaucratization: The autocratic control of an owner may at times only be changed through the realization that bureaucracy is undesirable and can be a barrier. The policies, procedures and practices of the business may be restrictive and hinder growth, communication or efficiency. The term “bureaucratization” evolves from growing hierarchy and functional differentiation.
  4.  Differentiation Phase: Promoting products and services that are unique and possess intrinsic values for your Customers are significant in attracting “niche” markets.
  5.  Stagnation: A business owner may not realize that in order to optimize business value, changes in the way the business is run will be necessary. The delegation of responsibilities, training of staff and implementation of strategic plans may be areas that are not internalized, nor control change. This organizational model, similar to Taylor’s philosophy and methodology, renders work force pathways as limited and erects obstacles for improvement.
  6. Litmus Test: Will this organizational evolution address your business needs to meet your competitive environment? Does it provide a process to eliminate waste and variation? Does it provide an alternative for improvement and performance?

No Vision | No Change Control | Actions and Decisions without recognizing Outsourcing consequences

Still, other management styles focus on expenses, only. This is a very shortsighted approach that can have substantial consequences and even jeopardize the survivability of the company. Beginning in the early 1990s, many corporations selected that option solely based on cost savings.  Often times those “savings” evaporated, in context of poor service,  poorly educated support staff, service provider’s  unrealistic service expectations, cultural and language differences that also hindered business and organizational needs. For the past 5-10 years, those poorly thought out decisions have have been reversed and aligned to marketplace needs.

Sustainability & Quality Vision | Continuous Improvement | Future Sustainability & Quality Enterprise

If your Leadership style is based on facts and broadly views all costs in your organization landscape, then focusing on how to deliver products and services in an efficient manner will reap short-term gains and lay the foundation for long-term efficiencies. Here are some potential changes in behavior:

  1.  Inception & Evolution: This is the period when an idea is transformed into business.
  2.  Congeal Phase: This phase is the “critical mass” of the organizational when issues become recognized. .
  3.  External & Internal Transformation: External leadership who bring new methodologies and enterprise planning to the business can visualize end-to-end organizational improvements, from Suppliers to Customers,  provide strategies that sensitive to the environment, enrich brand image, engage with the business community and reap tangible benefits.
  4.  Differentiation Phase: Promoting products and services that are unique and possess intrinsic values for your Customers are significant in attracting “niche” markets.
  5.  Innovation: Innovation is assembled from creativity, ideas, strategies, processes, and most important the right human elements and a spirit of entrepreneurship. Innovation can be applied to your existing business environment to increase customer satisfaction, increase profitability, decrease waste and become more in tune with the marketplace.
  6. Integration: After Transformation initiatives are executed and implemented, a leader recognizes that seamlessness may not be apparent in the controlled change. So, integration links groups in organizations, based on your new business paradigm and avoiding relapses to “old ways”, to apply their new knowledge in the “new” system with support to its stakeholders and the vision.
  7.  Sustainability & Quality: Transformation is modeled with foundations for better leadership, based on these two lessons: The leanest will be more competitive [Lean Six Sigma]. The leanest will be better stewards and create a better chance of making the future a success [Sustainability]. All resources are finite, but the journey to pursue excellence is based on optimizing profitability: Sustainability + Quality + Continuous Improvement = Optimizing Profitability
  8.  Litmus Test: Will transformation create opportunities for increased performance, reduced costs, provide for growth of brand and attract quality employees? The results indicate it will provide your organization with those opportunities and establish a Continuous Improvement process to refine and meet your future competitive landscape.

Opt For Managed Change
Competitive advantages come from Continuous Improvement. It begins with a study of the market landscape, urgent application of lessons learned, improved quality and innovation of Products and Services to gain market leadership and customer allegiance. We facilitate that shedding process to help your organization transform by investigating quality, scrutinizing costs and providing expertise in performance areas. Lean Six Sigma provides tools to integrate and improve a vast array of elements and corporate resources to align with your company’s efforts and direction. Here are a few areas:

  1.  Sustainability strategies
  2.  Corporate Social Responsibilities
  3.  Customer engagement
  4.  Employee engagement
  5.  Change management
  6.  Strategic planning
  7.  Operational efficiency
  8.  Operational redesign
  9.  Outsourcing
  10.  Strengths development
  11.  Innovation
  12.  Management evaluation tools
  13.  Leadership development
  14.  Supplier relationships and alignment

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Peter Drucker dies at 95

As Stewards, we must anticipate change for our Future, rather than have the Future change us. Our Transformation Paradigm supports that Vision, involves your organization and provides flexibility for infusing a variety of Best Practices, while integrating Sustainability with Qaulity. That mindset is focused on smart Leadership choices to improve your organization through Sustainability fused with Lean Six Sigma.

Transformation is a journey. That journey is based on a forward thinking approach to discover new and better ways to improve efficiency, productivity, performance and profitability. In the current environment, the work we perform, how we do it, where we do it and the process of actually completing the task is undergoing a significant paradigm shift. That insipid “globalization” is a reality and a derivative of the global economy that has emerged. By combining Sustainability and Quality management disciplines and principles, then your organization has an approach that gains, while leveraging a repeatably Continuous Improvement framework.

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Here are the 10 key issues that typically lead a CEO or business owner to decide to exit the business, usually through a sale, at less than desirable financial results.

•    The company is overly dependent on short-term debt. No cash reserves have been established to meet short-term cash situations. Also, cash shortages preclude funding essential business growth strategies. Serious cash needs can cause short-sighted actions.
•    Management structure is too thin. The CEO is so tied to the business that there are no resources for the CEO to share management responsibilities. Thus decision-making, sales, marketing, operations and growth are restricted to the CEO’s abilities and available time.
•    There is no succession planning. There is no training and grooming of a potential trusted successor. And, there is no active plan or resources to recruit from the outside if an internal candidate is not available.
•    Managers have no “ownership” in the business. Senior managers are vulnerable to outside offers when they have no real economic ties to the business. Equity incentives or bonus plans can support vested interest in business performance or solid, committed succession.
•    A specific business strategy is lacking. There is no strategic business plan to focus resources effectively toward goals and to increase profits. This is critical and rarely done consistently in small business today.
•    The CEO dies or is disabled. Being prepared for the calamities that can ruin a business is a responsibility a lot of business owners do not take seriously enough. Insufficient financial and management preparation for the death or disability of the CEO can create chaos for those left to sort out the issues.
•    There is disproportionate risk through personal guarantees. Because of personal financial guarantees required for the business, a major crisis could ruin the business owner. Overlooked are the opportunities to share the responsibility and liabilities of the business.
•    Family and other ownership issues exist. Family succession, majority shareholder issues including divorce, the death or departure of a shareholder, or even conflict between shareholders often precipitate non-economic exit decisions. More often than not, decisions are made with more emotion than reason. The opportunity most often neglected is to engage a business advisor to assist in sorting out the varied interests and prepare viable alternatives in advance.
•    The business is no longer enjoyable or CEO fatigue sets in. Many CEOs and business owners reach a point where they no longer wish to endure the pressures of the business. They have lost their enthusiasm and commitment. This condition is not only an impediment to growth, it often creates a lull that puts the business in a vulnerable position. An interim, part-time CEO/business advisor may be the alternative that works best outside of a sale of the
business.
•    The assets of the CEO or business owner are unbalanced. Most personal assets are in the value of the business. Little independent retirement savings have been established for the CEO/major shareholders in the event of a business downturn. In the absence of a strategic exit, the sale of the business is required as a retirement alternative.

Source: CEO Advisor Blog, This entry was posted on October 6, 2010. You can follow any responses to this entry through the RSS 2.0 feed. Retrieved: 30 November 2010

Source: Jarvis Business Solutions, LLC, © 2011, For services: www.JarvisBusinessSolutions.com

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Date Line: 28 February 09

Change Now and Reap Rewards – Part 1 of 3

PRINCIPLE’S NOTE: In today’s business climate, the emphasis is on survival. Change is sourced from internal innovation, processes and procedures or from external influencers such as interest rates, competition or limited resources. As a leader, you have lemons in your enterprise and you need to make lemonade from them. In other words, you have an opportunity to take the next step in optimizing your organization and produce tangible rewards. JBS provides transformation solutions for business, IT and government arenas, from concept to reality, through people, ideas and technology.

Note that additional collateral is available for free download from the web site. Please feel free to pass along this information, to colleagues, you feel could benefit from our services and solutions. We also have over 50 free links of specialized web sites that provide policy direction from think tanks, sustainability issues, US and international initiatives, and various out-of-the-box thinking. Please browse these repositories and feel free to bookmark those of importance.

In today’s climate, very few news stories provide the consumer good information as to how one can act to minimize expenses and adapt their lifestyle. I believe we have choices, we are not helpless and we need to share information in order to evaluate our own personal needs and be proactive and adapt to our changing economic environment.

Part 1: The Approach During a Recession
Especially in today’s business environment, adaptability is a key characteristic of any successful business. That adaptability is also a reflection of the leadership of the company to be flexible during difficult times.

“In my view, adaptability is about managing your portfolio of businesses effectively, scanning the horizon for opportunities that may arise, and making decisions on a continuous basis about which of your businesses is best suited for carrying out a given activity.”
Source: Ralph Norris, CEO, Commonwealth Bank of Australia

External recession strategies for business: Simply think strategically, but execute tactically and adjust to the government, market and industry signals. Now is the perfect time to consider when that adaptability injects change it then can create opportunities for improvement, efficiency and productivity by refining your strategic thinking. Consider these external strategies:

1. Work with your investors [bankers, VCs, family, etc.] and share your recession strategies. Look for their endorsement and elicit their suggestions. Recognize that their buy-in may provide a bridge for future funds.

2. Investment and acquisition opportunities are more prevalent in a recession. Competitors may want to shed portfolios or product lines that would enhance and boost your core business.

3. Find out what are key satisfiers for your customers. Go out meet with your key customers, send out surveys, build relationships that provide insight.

4. What are existing competitive substitutions for your products and services? What are the startups that provide new approach that is faster, better, cheaper?

5. Look for business values that refine your product and service value. Look across industries where more value for less is apparent. Copy their success, but don’t sacrifice yours.

6. Look for alternatives to enhance your product or service lines by providing cheaper, less complex solutions.

7. Create new opportunities through networking your partners, suppliers, competitors and investors.

8. Go beyond the contract and handshake. Go beyond what you promise, build relationships and beat out the competition.

Internal recession strategies for business: Don’t be myopic and overlook opportunities internally. This is a time to pursue internal transformations, as well. Also, some of these seem they should be external points, but the defining characteristic is that those points originate within the company culture and internal mindset. Here are internal strategies to consider and promote sustainability:

1. Every customer is a diamond in the rough, potentially precious. Take GOOD care of each of them, especially the repeat customer.

2. Reevaluate your entire pricing structure. Maintain your margins by market testing increase or decrease pricing strategies.

3. Don’t rely solely on the web. Be proactive and meet the people loyal to your products and services.

4. Evaluate your core business needs. Assess and increase its value. Don’t loose your focus.

5. Managing resources are important and employees are usually the key resource often overlooked. Keep your employees in the communication loop regarding change and how the change process will be implemented.

6. Know your strategic value to the market. Do you provide products and services on cost, quality, flexibility, service timeliness, partner relationship or other areas?

7. A recession is an opportunity to increase the quality of your human resources. Hire quality people for open requirements. Be methodical. Take you time in assessing the candidates. Make the best decision for your company. Remember, change can be a catalyst to improve your organization and morale.

8. Refinement and prototyping extend your knowledge on how your business can be improved. During a recession, your efforts can quickly pay-off when the market opens up, when cost reductions are replaced with productivity, or when new product or service introductions have been postponed to take advantage of the uptick.

9. Cash flow is the heart beat of your company. Monitor it. Keep you accounts receivable, timely, current and limit bad debts.

10. Cost reduction is important in a recession, but understand the consequences. Know where to reduce. Look for efficiencies in processes. Increase your productivity through reduced costs, but recognize the downsides.

11. Look for strategic investments for they may get a price break during a recession. Focus on new processes, equipment or technology that produces efficiencies, productivity, quality and cost reduction. More importantly, recognize the project implementation’s lead-time and plan accordingly. Don’t rush into a quick fix or cause stress your organization cannot handle.

Next Blog: Let’s focus on your customer’s perspective. They are key to your survival and success. Survivability, in part, is due to your market presence and the value your products and services provide to your customer.

Source: Jarvis Business Solutions, LLC, © 2009, For services: http://www.jarvisbusinesssolutions.com

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