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Category Archives: Hedging against downturns
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
This insight is one that is so important to the continued health of a growing company that it cannot be overstated. First, let’s be sure we know what is short in term and what is long in term. Long term … Continue reading
Many companies have made the mistake of using the forecast to plan and executive hiring of new employees so that they could be trained and up to speed when the demand arrives. Although such a practice does add to overhead … Continue reading
One of the most obvious observations I make with growing company CEO’s is that planning for a new office is done with an optimistic view of the future, incorporating planned space that compromises only slightly the measured needs for … Continue reading
Avoid long-term commitments. It is statistically true that at least half of the young companies funded by angel or venture investors will not survive three years from funding to demise. The greatest burden of either a growing company or … Continue reading
Do home-based employees work with the same dedication and productivity as those in office cubicles next to each other? That depends upon the management as much as the employee. I have a friend who is a CEO of a … Continue reading
There is a relationship between time and money that is more complex than most managers think. Fixed overhead for salaries, rent, equipment leases and more make up the majority of the “burn rate” (monthly expenses) for most companies. Since this … Continue reading