Questioning, Always Questioning

    In a time of low demand, Question Your Process.  There are really only two business cycles; the Up Cycle, when you can't seem to keep up with the demands of customers, and the Down Cycle, when there is just not enough demand to keep your organization busy.  The Down Cycle is where most of us are now.   Because by definition we are "not busy," now is the time for us to question the way we do business if we want to Come Back Better.  There will never be a better time.
       Any business enterprise, whether a social service agency, a supplier of goods and services for profit, or a professional service, has a business process.  It may be a combination of many processes - finance, sales, marketing, production, delivery or research.  An enterprise that has a history will use some processes that are purposely designed and some that "just happened."  Some were very effective when first used and some happened because of an inspiration or a particular stress that indicated the need for a change in our original process.  Some have stood the test of time and some may not serve our purposes today.  We need to question all of them.  Our criterion for evaluation should be "Can this process be done better?"  
    Here's what I mean by the term "process:"  It is the way you do a business function.  It is method, procedure, tactics.

    Rules for Questioning.   The goal in the questioning process is an improved business.  Improving means changing.  Your enterprise will not Come Back Better if it does not change.  It's probably true that every function in your business process can be improved.  Overlook nothing.  Keep these rules in mind:

  1. Get a coach.  This is not an easy process, and the older your business the harder it gets.  Bring in an outsider, experienced in business and completely confidential, who will help you see objectively.
  2. Record your thoughts.  You can use notes or verbal recordings.  If you do your questioning in meetings, make sure there is someone who will record what's said.  Just make sure that you can go back to question the decisions you make while evaluating your processes.  
  3. Question every function before you make priority decisions. 
  4. Use the standpoint of the future, not whether that function worked well in the past.
  5. Consider your competition.  Are there other organizations in your industry or service area that do some things better than you?
  6. Pay special attention to your use of technology.  There is no doubt that the greatest change in business in the last few years is in the use of new technologies - for communication, for analysis, for record-keeping.  Those changes are accelerating, not slowing.  Are you confident that your business functions are using new technologies adequately?  Are you leading or following?  To Come Back Better you must prepare to win using technology, because others will do that.
  7. Consider your age.  Not only the age of your processes, but the vitality, in the future, of the people who make them work.  Many small businesses and service agencies are staffed with people who will not be at the top of their games in a few years.  What can be done about that?  This is a much tougher question for small business than for enterprises who can continually sustain an influx of new talent.
  8. Schedule change for every function.  If you decide not to make radical change in any business process, decide when that will be necessary. Plan for review of each process before that date.

      Email me if you have questions:  rmp@parkersolutions.com   

     
      


     

     

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