Brian (not his real name) is an expert cabinet maker, specialising in custom kitchen and bathroom design. He loves the challenge of creating kitchens and bathrooms for residences, especially larger renovations.
He has grown the 20-year-old business to employing 15 full-time employees: 4 cabinet-makers and I apprentice and 3 plumbers and 2 apprentices, 2 draftsmen and 3 administrators.
Brian came to me with this challenge:
- “I’m frustrated with not being able to get the business to work more efficiently and on time.
- I’m burning myself out fire-fighting on every project we have.
- I’m no longer enjoying what I do.
- But I’m locked in and need to make it work or I’m afraid for what might happen.
- It makes me angry because I really love the business.”
Brian gave me the freedom to speak to the staff and his accountant before making any recommendations.
I investigated the business according to my ‘Enterprise Make-Over Hierarchy’© model.
My report recommended Brian follow my model to re-examine and revitalise each component of the model.
Brian followed the recommendations, asking me to coach him in some areas and help develop the staff in other areas.
Six months later, Brian was delighted with the renewed energy, commitment and creativity of all the staff, as well as the improved productivity and efficiency.
The blueprint for that process is not rocket science, but requires clarity, commitment and coachability.
Here is my Enterprise Make-Over Hierarchy model, which is the blueprint.
Review everything in the order of the numbered boxes, although many can be reviewed and acted upon concurrently:
- Shared Values: Begin here with a review of the values, ensuring buy in and participation from everyone. They are the rules of the game – what we think say and do, and not say and not do.
- Shared Purpose and Vision: Clarify the purpose and Vision is in alignment with the values – they must be an expression of the values, bring them to life and providing a compelling reason why.
- Ensure the systems support the purpose and culture and are not wasteful, contradictory and onerous.
- Ensure the entire leadership structure is effective and engaged: with out this give up now!
- Adjust so that the right people are in the right place for the right time – this may have to be gradual and ongoing. Ignoring this will waste your efforts.
- Ensure there is an effective communication process, eliminating assumptions and ‘Chinese whispers’.
- Create and deploy an effective strategy, ensuring that the implementation and execution leaders participate in the planning with the strategists.
- Create the right culture, built on the preceding actions.
- Ensure the appropriate resources are available.
- Build continuous learning and improvement (innovation) into the culture.
- Optimise for your markets.
- Ensure all internal and external stakeholders are delighted by your service and products, brand and ethos.
- Review and reset the vision when needed.
- Keeping a watching and improvement brief on all the boxes because nothing is set in concrete.
The main point to remember is that a business enterprise is a complex and variable entity. Therefore, there is no ‘set and forget’ for any of the boxes. It’s a never-ending journey.
Use the model to review and improve your business.
Let me know if you encounter any blocks.
