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Category Archives: Growth!
How do you manage a great business, as opposed to be a survivor? Well, here are the four areas you should focus upon every day. Now, some of us remember things better when given a catchy phrase or rhyme. So, … Continue reading
Think you don’t use negotiation most every day of your life? From the time we learn to manipulate our parents from the crib to today, we learn to negotiate to obtain our wants and needs. As we grow, we negotiate … Continue reading
I’ve been working with early stage companies and their intellectual property protection plans for years. But only recently did I read a clear document on the risks and rewards of patent strategy. Thanks to Russ Krajec, a patent attorney, for … Continue reading
Each decision you make to commit resources – your money or your use of corporate or personal time – affects the future value of your business. Minor decisions, such as replacing employees who have left the company or replacing equipment … Continue reading
One of the most valuable tools in an executive’s arsenal is the use of the question chain in planning meetings or to analyze scenarios that might result from an action. The powerful words are “What if…” followed by an ever-deeper … Continue reading
Markets and competitors change. Are you being left behind? Over the years, I have often heard the complaint from CEO friends that they have become so swamped by the demands of their growing businesses that they feel themselves further and … Continue reading
And doing both well usually wins the day. This is one of those arguable insights, where both sides win. Dell is a great example of emphasis upon fast, creating a customized computer in 48 hours or less, bringing in assemblies … Continue reading
Ever think about growing your business with the plan to sell it someday, cashing in on your hard-earned work over the years? Or if you’re an employee with stock options, are you aware of the increases in value you can … Continue reading
There is more money lost in businesses today from inefficient processes than any other single area. Yet this is not a place where most managers feel comfortable deconstructing and rebuilding. Somewhere out there is a consultant or future employee (or … Continue reading