We help install standard Management Systems in weeks that would normally take years for companies to evolve themselves. 

Virtually every problem in any business traces back to the absence of one of Six Systems. Jim Collins in the classic book Good to Great says these systems take five to ten years to develop, even in great companies. Most businesses never develop them at all. We have developed six generic systems that can be customized for any company in weeks. These systems incorporate hundreds of proven best practices.

We are experts at finding the root causes of business problems. Often symptoms are two or more levels away from those problems and it is difficult to understand the root cause. The problem you see is almost always just a long-term effect of a missing System.  We can find and plug the holes and improve performance in every area of your business.  Call (508) 381-8013 for a free evaluation. 

Should you hire good people you find and build roles around them?

 

Never, ever design a role around a person if you want to build a real business. Although this can work in very small organizations (under seven people) with little growth it is very dangerous in significant companies. 

People come and go all the time. You need to design your organization's and processes first and write good, clear job descriptions and hire for those roles. This is a common failure point for entrepreneurs and managers who hire people because they "like" them, not because they are the right match for skills and experience. People also often do not understand the difference between skills (easily trainable) and art, which takes 5+ years to develop for far more complex things. What Malcolm Gladwell labeled "unconscious competence". 

This is not to say roles and responsbilities cannot be tweaked a little for individuals. You should expand the roles of good people to keep them challenged and engaged. Nor does it say if you find someone you think is a superstar you can not invent a role for them to take them off the market and let them find their role within a growing organization. This is possible when a company has some room in a budget and each individuak need not carry themselves every month, maybe upon reaching twenty plus people and a steady profit. At that point you can begin to invest in top people and their development for the medium-term and long-term and not look at cash-flow as critical. It just says you need a strong match to the needed skills and experience in each key role and should not compromise. The ripple effect of one bad match to a role can hurt an organization a lot.