A fter more than 30 years studying business, writing about business and working in business, every failure I have witnessed stemmed from one basic fact: the company lacked the understanding, or lost sight over time, of what it was created to do.
In other words, it misunderstood what has been called “the theory of the business.” I find this especially true in Eastern Europe, where much of what exists did not arise organically, but rather was placed here as a copy of something that succeeded elsewhere.
As a result, too many companies lack, in essence, what Peter Drucker describes as “a valid theory that is clear, consistent and focused.” Because of that, too many products and services fail to achieve their potential. They lack the coherence of objective that leverages the interdependence of a company’s diverse and sometimes competing operations and then ensures that senior management is able to pull them together in an effective and forceful alignment.
What is needed is a deeper understanding of what a business does, why it exists, and where it is going. Employees need to be shown, not trained, to think more deeply to help move the company forward. And the mission of the enterprise, not just its goals, must be understood and communicated.
I think of this as providing consulting that goes “beyond training,” helping employees and senior managers to excel beyond specific job skills and instead to consider their tasks and goals more broadly and more critically.
Areas of Expertise and Experience
- Business Strategy
- Strategic Marketing
- Customer Experience
- Product Proposition
- Loyalty Program Development and Management
- Payment Card Development and Management
- Call Center Management
- Corporate Communications