FUNDING BUTTON LINK
Showing posts with label Goal. Show all posts
Showing posts with label Goal. Show all posts

Wednesday, February 20, 2013

5 Elements To Business Success

Share this ARTICLE with your colleagues on LinkedIn .






THIS FELLOW KNOWS EVERYTHING. HE IS ELUSIVE BECAUSE THOSE WHO LEARN OF HIS AMAZING CAPABILITIES WOULD ENSLAVE HIM, INSTEAD OF FOLLOWING HIM.

Business is a process; it is not a stationary object. This process targets, as its mission, a key objective, and a team of individuals, working harmoniously, collaborate, coordinate and cooperate in order to attain that key objective together in the form of a company or partnership. Business, any business is ever-moving, with many obstacles and problems along the course to success. Obstacles are a part of every life, every system and any business, and overcoming them, regardless of the odds, is one of the understood jobs of the team. Problems are a part of every life, every system and every business, and solving them is one of the understood jobs of the team.

Having said this, I would suggest that business success is comprised of five elementary components:

1) Define your mission, your key objective. Agree upon it, and agree to work as a team toward reaching it. Assign the appropriate responsibilities to the appropriately qualified individuals;

2) Create a plan, with the understanding that it must accommodate changes, bumps in the road, setbacks and erroneous assumptions made at the outset. The plan must be a living work, even as the key objective must be visualized as a beacon before you, unwavering;

3) Work the plan. When there are obstacles or problems, don't ever waste time with fixing blame -- instead identify the problem or obstacle, understand what caused it, and either focus on fixing it or on navigating around it. Learn from each mistake, and grow wiser and stronger. Your ability to overcome obstacles and solve problems as a team will be the greatest determinants of your ultimate success;

4) Advance the work in increments, with one step at a time. Passing each step should be a reason for celebration, compliments and no unnecessary pressure to spoil the joy of going forward. Avoid the stress that leads to burnout. Team members must work to support and bolster each other's efforts. A true team must communicate frequently and honestly, sometimes in celebration and sometimes in head scratching;

5) Don't waste valuable time looking back with lamentation and regrets -- those "would have" and "should have" thoughts cannot change the past. Instead, look forward. Always look forward, together as a team. Do it with an eye on the key objective, while supporting each other along the way. And don't do it half-heartedly -- doing business with constant complaints and a defeatist attitude never leads to success.

Thank you as always, for reading me, for letting me express myself, and for sharing my thoughts as well as your commentary with colleagues through the magic of social media.

Douglas E. Castle






View DOUGLAS E. CASTLE's profile on LinkedIn

Douglas E Castle
All Blogs & RSS Feeds

Share this page
Contact Douglas Castle
Follow Me on Pinterest



Financing



CFI, C.F.I., CrowdFunding Incubator,  crowdfunding, crowd funding, incubators, accelerators, finance projects, listing services, start up, small business, SME, funding, capitalization, financing, leverage, company services, management, marketing, fundraising, technology, mentoring, advice, media, branding, memes, business tips tricks tools and resources, entrepreneur, forum, discussion, applications, technologies, risk assessment, business model, strategic planning, organizational development, connections, networking, early-stage, first-round, angel  funding, venture capital, credit lines, assistance, business growth, biz builders, social media power, delegation, automation, monitoring, metrics, brainstorming, meetups, joint ventures, partnerships - http://CFICrowdFundingIncubator.blogspot.com, http://www.CrowdFundingIncubator.com, marketing, messaging, news releases, free, gain market share, increase backlinks, SEO, influence, disruption theory, directory, RSS feeds, Douglas E. Castle, blogroll, blogs, crowdfunding blogs...


crowdfunding websites, crowdfunding incubators, crowdfunding platforms, crowdfunding startups, crowdfunding news, crowd funding news, crowdfunding updates, crowdfunding rss feeds, crowdfunding incubator, CrowdFunding Incubator, crowdfunding accelerator, crowdfunding projects, crowdfunding ventures, crowdfunding sites, crowdfunding associations, crowdfunding organizations, crowd funding, project finance, micro loans, venture capital, micro-ventures, angel funding, crowd funding, project fundraising, crowd funding sites, crowd funding resources, crowdfunding tips tricks tools techniques, CFI, CrowdFunding Incubator LLC, crowdfunding capital, capital sources, CFI Featured Projects, CFI CrowdFunding Incubator, Crowd Funding RSS Feeds, CrowdFunding Incubator C.F.I., SME, SBA, MBE, WBE, DBE small business grants, loans, credit, growth capital, non-bank, fund a project, kickstarter, Indiegogo, crowd funding start ups, new crowd funding sites, crowd funding laws, JOBS Act, crowd funding contests, entrepreneurs, innovators, inventors, applications, funding technology, growth capital, seedling businesses, kiva, socially responsible projects, crowdsourcing, crowd sourcing, funding phases, business plans, presenting your business idea, crowd forums, government business assistance programs, business mentoring, free business resources and advice, http://www.CrowdFundingIncubator.com, http://www.CFICrowdFundingIncubator.com, http://www.CFIEnterpriseResourcesGroup.com, Douglas E. Castle blogs...




***
View DOUGLAS E. CASTLE's profile on LinkedIn

Douglas E. Castle - Blogger Profile
CFI - Notes From The CEO
Instant Musical Counterpoint - Relax!

Tuesday, April 24, 2012

S.W.O.T. Analysis - Made Simple

Share this ARTICLE with your colleagues on LinkedIn .




If you are preparing a business or project plan, it is likely that you will be requested to perform some type of S.W.O.T. analysis, which is a very simple, subjective and qualitative analysis of the Strengths, Weaknesses, Opportunities and Threats to which your business, strategy, project or team shall be subject.

You may also perform a periodic self-SWOT analysis on a personal level, wherein you evaluate yourself as a leader or performer. If you know your own SWOT, it can be a fabulous self-education tool.

While its use in presentations to outside parties is principally as an additional selling opportunity (i.e., you enhance your S and O, while you show how you will mitigate your W and T through intelligent, anticipatory risk mitigation and containment). You generally use it as a tool to show that your research has been thorough and that you have made contingency plans to offset or contain any problems. It is seen by evaluators as a measure of your thoroughness and possibility thinking.

Used internally, SWOT is a fabulous common-sense analysis tool to be deployed at the very outset of any business decision which you intend to make. Even more useful is a periodic re-evaluation of your SWOT factors.

What follows is excerpted from Wikipedia:

"SWOT analysis (alternately SLOT analysis) is a strategic planning method used to evaluate the Strengths, Weaknesses/Limitations, Opportunities, and Threats involved in a project or in a business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective. The technique is credited to Albert Humphrey, who led a convention at Stanford University in the 1960s and 1970s using data from Fortune 500 companies.

Setting the objective should be done after the SWOT analysis has been performed. This would allow achievable goals or objectives to be set for the organization.
  • Strengths: characteristics of the business, or project team that give it an advantage over others
  • Weaknesses (or Limitations): are characteristics that place the team at a disadvantage relative to others
  • Opportunities: external chances to improve performance (e.g. make greater profits) in the environment
  • Threats: external elements in the environment that could cause trouble for the business or project
Identification of SWOTs is essential because subsequent steps in the process of planning for achievement of the selected objective may be derived from the SWOTs.

First, the decision makers have to determine whether the objective is attainable, given the SWOTs. If the objective is NOT attainable a different objective must be selected and the process repeated.

Users of SWOT analysis need to ask and answer questions that generate meaningful information for each category (strengths, opportunities, weaknesses, and threats) in order to maximize the benefits of this evaluation and find their competitive advantage.[1]"
####

For our summary at The Business And Project Planning And Management Blog , suffice it to say that SWOT analysis is a wonderful tool for internal analysis at the outset of a project, and at periodic intervals thereafter; while for presentation purposes it is more of a selling opportunity which demonstrates that we've researched our plan of action, and that we have anticipated our potential problems and have solutions or countermeasures "waiting in the wings."

Douglas E. Castle




View DOUGLAS E. CASTLE's profile on LinkedIn


Douglas E Castle
All Blogs & RSS Feeds

Share this page
Contact Douglas Castle

Wednesday, September 28, 2011

Planning And Management: Dynamic And Interactive

Share this ARTICLE with your colleagues on LinkedIn .






Businesses and individual projects require both planning and management. This seems obvious, but in the shuffle of our real-world in real time, the obvious is often overlooked. The plan is the road map based upon your initial assessment of the goal to be achieved and your evaluation of the facts available to you, as cartographer, at the time. Management has to do with driving the organizational vehicle in accordance with the road map. But any plan is only as good as the assumptions which were incorporated in its manufacture, and driving on "plan autopilot" (i.e., without making observations, monitoring progress and swerving, braking or accelerating as necessary in response to an inaccurate map or GPS ) can be absolutely lethal.

Here are some observations to be acted upon, and to be incorporated in both processes:

1) Both planning and management are dynamic and interactive processes. Neither functions properly without the input of the other, and both must be amenable to some flexibility and adaptation as new knowledge is unearthed and as the contextual scenario (the environment) changes;

2) Process and progress monitoring must be frequent, with any issues being noted and reported by managers to planners, as well as vice versa;

3) Rather than viewing a change in the route as a variation or deviation from the plan, it must, of necessity be viewed as a response to either a change in plans, or in anticipation of a change in plans;

4) Communications must be as frequent as possible, with open, receptive dialogue - both parties have a shared interest in achieving the cited goal, and this is more important than either blindly 'sticking to the plan' or proceeding along a substantially different path (on the part of management) in disregard for the planning process;

5) Part of planning requires review and adaptation. Attaining a goal is an iterative, continuous process. It necessitates coordination (here comes a terribly trite metaphor, which is probably why you'll remember it) and real-time communication between the pilot and the control tower if the plane is to land safely, with all passengers and cargo undamaged.

Planning and management must be dynamic and interactive within any operation or organization. This requires observation, timely and candid communications, modifications (as may be prudent and required for course correction), and often an adjustment in expectations. Command and control require collaboration, cooperation and mutual respect.

Ultimately, the success in attaining any agreed-upon goal will be due to the optimal combination of Human intelligence, observation, communication, adaptability and mutual respect.

This would seem to be so simple. Yet it represents the greatest challenge in planning and management. In all of the Project Manager and Strategic Planner conversations, you'll generally hear a great deal of techno-speak and acronyms, but very little along the lines of  "How are things progressing? How are you doing? Are you noticing any problems? Should we be doing anything differently? We would appreciate your input."

We will surely fail at attaining our greatest and most noble objectives if we insist on sterilizing and De-Humanizing the setting of goals, the construction of plans, and the management of real live people as well as of flow-chartable processes and programs.

It is time to abandon the rhetoric, the acronyms and the hyper-specialization vacuum and time to get back into the business of working together harmoniously.

Douglas E Castle, at http://aboutDouglasCastle.blogspot.com





HEADER TO SAVE TROUBLED COMPANIES
WE FIX BROKEN COMPANIES - DouglasECastleBlog
twitter-button.net
View DOUGLAS E. CASTLE's profile on LinkedIn
Douglas E. Castle
Bookmark and Share