Methodology

Everything begins with a gap analysis, an identification of the limiters that are preventing the desired level of growth:

• Market Limiters - simply not enough available business within a market, be it geographic, demographic, etc.
• Capacity Limiters - a lack of necessary resources (capital, human, etc.) to deliver the desired revenue.
• Capability Limiters - insufficient skill / capability among the available team members.
• Capital Limiters - sufficient cash to support initiatives necessary to achieve growth.

Once limiters are identified it is critical to understand if the resources exist to overcome them:

• Capital Resources - the cash, debt or equity capital available to drive the companies to the next revenue tier.
• Human Resources - determining the proper org chart to achieve the target business objectives, and that the right people are in each seat.
• Physical Assets - physical capacity to deliver goods and services.
• Competitive Assets - intellectual property, branding, etc. which can be leveraged to advance market position/

The challenge with tactics is often choosing to focus on the most urgent initiatives that will contribute the greatest results…here there are never simple options…but there are best options.

• Available Opportunities - there are always opportunities to increase the top line or the bottom line, seldom however at the same time.
• Prioritization - based upon probabilities of success and/or impact to the business.
• Scheduling & Milestones - determine measures of success
• Assignment - dedication of the proper resources to the appropriate tasks.

While no plan is ever perfect, and is invariably changed, it still must be executed…whether independently or in concert with a team.

• Execute - each of the tasks and duties to achieve agreed upon milestones
• Document - the execution and results of each task / milestone
• Communicate - ensure that all stakeholders are aware of progress and/or obstacles

Track each aspect of the execution, including but not limited to:

• Milestones - versus schedule and/or specific task objectives
• KPIs - relative to goals, relative periods, competitive benchmarks, etc.
• Reality Check - determine if the plan realistic or if it was executed suboptimially

Nothing ever goes according to plan…but there is a fine line between pivoting when necessary and being reactionary.

• Timing - determine if enough time has been given to achieve a specific KPI, milestone, etc.
• Resources - were the proper amount of resources dedicated to the initiatives taken?
• Pivot - as necessary