An Enterprise needs to have 3 basic initial responsibilities covered to have scalable success. Different Guru’s call this different things. Jim Collins in “Good to Great” calls this having the right people in the right seats on the bus.
P D I
Early in the lifecycle of an Enterprise, some of these leadership responsibilities may be outsourced and/or covered by a one individual wearing multiple hats.Regardless – the people filling leadership roles need to value and naturally follow the Enterprise Culture/Values, and G,W,C—They GET IT; WANT IT; and are CAPABLE OF IT.It - being fulfilling the responsibilities of each of the functions.
Product Person: P
The product person is the “expert” in the Product or Service the Enterprise will deliver to customers with felt needs.
They should be able to execute and communicate how the Enterprise delivers the top needs to the Target Market.
Development Person: D
This is Marketing and Sales as the Target Market is most effectively reached.
In some organizations it will make sense to have both Marketing and Sales covered by individuals on the leadership team.
Marketing gets prospects from the Target Market into the sales funnel.
Sales takes prospects through the Aware; Interested: Considering: Client cycle.
Infrastructure Person: I
The Infrastructure person will be responsible for all the support and back office functions. Accounting; Finance; Capital Structure; Strategic Planning; Cash & Asset Management; Human Resources; Information Technology; Legal and Regulatory; and any others specific to the Enterprise.
The Aligner, typically a Chief Operating Officer type, is the detail day to day person responsible to make sure the rest of the Leadership Team are fulfilling their responsibilities in accordance with agreed upon Priorities, Plans and Enterprise Culture.
The Visionary, often President or CEO, has a view to the future and what can be. They become the face and voice of the Enterprise to the entire Target Market. They LEAD an Inspired work force to accomplish Goals and Objectives set by the Leadership Team. They pattern the Enterprise Culture/Values and Lead by Example.
Unfortunately the Organization structure of the typical Entrepreneur, even with a significant number of people, looks like this:
3.Not Having Productive Time
What % of time are you productive? One Study of Fortune 500 CEO’s estimated it at only 28 minutes per day.
Productive time = Time directly spent improving the value of the business!
Non – Productive Time
- Talking to friends
- To Do List Shuffle
- Reading E-Mails
- Answering Client Complaints
- Solving the same Problems over and over
- Solving Problems once Forever
- Improving Products or Services
- Solving Customer problems with new systems or products
Super Productive Time
- Systematizing the business
- Developing systems that will Scale
- Hiring team of the RIGHT People