Strategies for Overcoming Operational Challenges

Have you ever seen one department blamed for a system or strategy issue because their result is where it's showing up? In B2B tech, I see this constantly: → "We have a marketing problem" (but it's really a product differentiation issue) → "Sales isn't closing" (but we're spread across too many segments) → "Pipeline is down" (but the market assumptions in our plan are wrong) Marketing and sales are the tip of the spear to the market. Problems originating in other parts of the business sometimes get blamed on them when the source may be a COMPANY STRATEGY problem, rather than a departmental failure. Before you fire that CMO or CRO - consider if it really IS a pipeline issue... or if there's a systems or strategy issue. Some tips from today's article: 1) Name the systems issue - As you explore part of the business that’s struggling, look for the interconnected parts that might be contributing rather than treating issues in silos 2) Listen more deeply to customer feedback - Customers don't know your org chart. While listening can be a cacophony of opinions, painful truths are often publicly shared and reveal systemic issues that span multiple departments. Pay attention to complaints that seem to touch multiple areas of your business—these are often symptoms of deeper systems problems that require cross-functional solutions rather than departmental fixes. 3) Create space for constructive truth-telling - As a leadership team, you need to foster the trust and structure that allows systemic issues to be named and addressed, even when they implicate other functions or expose uncomfortable realities. 4) Be specific about the HOW, not just the numbers - Many companies use their financial plan and KPIs as their strategy. Their annual plans and quarterly goals describe the numbers more than HOW to get there and what trade-offs are necessary. Make sure your annual and quarterly plans include how you expect the market and competitors to evolve, how you define and allocate investments to different audiences, regions, and verticals, and how you plan to differentiate in the short and long term. 5) Make hard decisions, don’t kick the can down the road - Systems problems rarely resolve on their own. And because they are diffuse, generally not time-bound, and have no right answer, it’s hard to make quick progress on them. But choosing to act, even imperfectly, is better than pretending the issue doesn’t exist. 6) Keep asking: What are we missing? Periodically step back and ask what might be hiding in plain sight - is there an overlooked “connective tissue” that could unlock progress? As an executive team, it’s easy to get deep in execution and run out of time for strategy. But if there’s illness in a part — it’s really important to consider the health of the system.

Feeling the pinch of the current economy under the Biden administration? You're not alone. Many businesses are struggling to navigate these turbulent times, but there are actionable steps you can take to mitigate the impact. Here are some strategies to keep your business afloat and even thrive: Reevaluate Your Budget → Go over your expenses with a finetooth comb. ↳ Identify nonessential costs that can be cut or reduced. Focus on Core Competencies → Double down on what you do best. ↳ Streamline your offerings to focus on highmargin products or services. Diversify Revenue Streams → Explore additional revenue channels. ↳ Consider partnerships, new markets, or additional services. Improve Operational Efficiency → Automate repetitive tasks. ↳ Invest in technology to streamline operations and reduce labor costs. Negotiate with Suppliers → Talk to your suppliers about flexible payment terms or bulk discounts. ↳ Building strong relationships can lead to more favorable terms. Invest in Employee Training → Upskill your employees to increase productivity. ↳ A welltrained workforce can adapt more efficiently to changes. Leverage Government Programs → Look into available grants, loans, or relief programs. ↳ Governments often provide financial assistance during economic downturns. Stay Connected with Customers → Maintain open lines of communication with your clients. ↳ Understand their evolving needs and adjust your offerings accordingly. Monitor Financial Health Regularly → Keep a close eye on your cash flow, profit margins, and key financial metrics. ↳ Regular monitoring allows for quick corrective actions. Remember: Economic challenges can be daunting, but resilience and adaptability are key. Stay proactive, plan strategically, and your business can not only survive but also thrive in these challenging times. What strategies have you found effective in navigating the current economy? Share your insights!

Too often, I find myself working crazy hours and feeling like my business is running me instead of the other way around. To keep my sanity, I had to learn some strategies to cut down on my work hours while keeping my business results high. Let me share a few things that made a difference for me. First off, I had to take a hard look at how I was spending my time. I realized I was stuck playing every role in my business - from salesperson to accountant to janitor. Sound familiar? The game-changer was learning to step back and work on my business, not just in it. This meant that I started with knowing where I spent my time and whether it was a core skill or not. If it wasn't a core skill, my job was to find someone else to do that particular activity. Last week, we talked about why you want to reduce the hours you work. Here are some ideas for how you can do it. Here's what worked for me: 1. 𝐃𝐞𝐥𝐞𝐠𝐚𝐭𝐞, 𝐝𝐞𝐥𝐞𝐠𝐚𝐭𝐞, 𝐝𝐞𝐥𝐞𝐠𝐚𝐭𝐞! I know it's tough to let go but trust me, it's worth it. Start by identifying tasks that don't need your personal touch. For me, that meant hiring a great operations manager. It took a few tries to find the right fit, but once I did, it freed up so much of my time. This is the most important and hardest skill you will ever learn. 2. 𝐅𝐨𝐜𝐮𝐬 𝐨𝐧 𝐲𝐨𝐮𝐫 𝐮𝐧𝐢𝐪𝐮𝐞 𝐬𝐭𝐫𝐞𝐧𝐠𝐭𝐡𝐬. What are you truly best at? For me, it was a big-picture strategy and client relationships. I made those my priorities and found ways to hand off everything else. 3. 𝐈𝐦𝐩𝐥𝐞𝐦𝐞𝐧𝐭 𝐬𝐲𝐬𝐭𝐞𝐦𝐬 𝐚𝐧𝐝 𝐩𝐫𝐨𝐜𝐞𝐬𝐬𝐞𝐬. This was a game-changer and impossible until I found a simple way to do it. By creating clear, repeatable processes for common tasks, I could easily train others to handle them. It took some upfront work but paid off big time in the long run. The biggest ah-ha was when I had the people doing the job document the job. 4. 𝐈𝐧𝐯𝐞𝐬𝐭 𝐢𝐧 𝐭𝐡𝐞 𝐫𝐢𝐠𝐡𝐭 𝐭𝐨𝐨𝐥𝐬 𝐚𝐧𝐝 𝐭𝐞𝐜𝐡𝐧𝐨𝐥𝐨𝐠𝐲. There are so many great apps and software solutions out there that can automate routine tasks. It's worth spending some time and money to find the ones that work for your business. In our business, we use ClickUp to manage all our OKRs and client activities. 5. 𝐋𝐞𝐚𝐫𝐧 𝐭𝐨 𝐬𝐚𝐲 "𝐧𝐨." This was tough for me at first, but I realized that not every opportunity was worth my time. Being selective about what I took on helped me focus on what mattered. When I learned to say no, I made room for saying yes to the right things. Remember, it's not about working harder but working smarter. It took me a while to get there. I learned that I could run a successful business while having a life outside of work. Does anyone else have tips to share? I'd love to hear what's worked for you and what hasn't.

𝐒𝐭𝐨𝐩 𝐂𝐡𝐚𝐬𝐢𝐧𝐠 𝐒𝐲𝐦𝐩𝐭𝐨𝐦𝐬: 𝐔𝐧𝐞𝐚𝐫𝐭𝐡 𝐭𝐡𝐞 𝐑𝐨𝐨𝐭 𝐂𝐚𝐮𝐬𝐞𝐬 𝐨𝐟 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐂𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐬! Tired of being a fire-fighter in your own business? It's frustrating when you're constantly extinguishing crises without ever identifying their origin. But remember, overlooking the root causes equates to recurring problems and spiraling expenses. 📈💰 Here's a strategic approach to addressing these challenges at their core: 1️⃣ Embrace Root Cause Analysis Techniques: Leverage tools like the "5 Whys" or the "Fishbone Diagram" for effective problem-solving. 2️⃣ Emphasize Systems Thinking: Recognize your business as an interconnected system where issues stem from interactions among its various components. 3️⃣ Seek External Guidance: An unbiased outside consultant can help spotlight latent issues that may be hidden in plain sight. 4️⃣ Schedule Regular Check-ups: Keep an eye on your processes, operations, and performance regularly to preempt potential challenges before they amplify. Addressing these root causes paves the way for substantial cost savings, streamlined operations, and enhanced productivity in your business. What strategy have you used to find root causes in your business? Share your insights below. ⬇️ ➖➖➖ Over the past 15 years, I have worked 1-on-1 with 1,000+ business owners and taught tens of thousands of people about business. My experience includes serving as a Navy Officer, managing businesses, graduating from MIT, earning an MBA from NYU, and Achieving the CFA Designation. My Mission of “Helping 1,000,008 business owners by 2028 to sell more, make more, and get financing when they need it.” My Vision is to “Create the Ultimate business ecosystem for entrepreneurs.” ***** 👉 Feel free to visit my website to learn more about The Masterpreneur Playbook... https://lnkd.in/ebDibPVc #entrepreneurship #marketing #strategy #leadership #smallbusiness #success

Facing challenges is part of the game, but how we tackle them sets us apart. 💪 As a Senior TPM at Fiserv, I've navigated some tough waters. Let me share what’s worked for me: ✅ Ambiguous Project Requirements: Engage stakeholders early, document every detail, and embrace Agile methodologies. ✅ Unrealistic Deadlines & Budget Constraints: Set honest expectations, prioritize tasks, and leverage smart tech strategies. ✅ Managing Distributed Teams: Use communication tools like Slack and Zoom with clear protocols to ensure collaboration. ✅ Rapidly Changing Technology: Stay agile and commit to continuous learning to keep projects future-ready. ✅ Cybersecurity Risks: Implement robust security measures, conduct regular audits, and foster a culture of vigilance. ✅ Ineffective Stakeholder Management: Be transparent and keep key influencers informed to align priorities for success. What strategies have you found effective in navigating project challenges? Let’s learn together! #ProgramManagement #ProjectManagement #ArtificialIntelligence #Leadership #TechManagement #Agile #Cybersecurity #StakeholderManagement #ContinuousLearning #Collaboration #ProblemSolving #GenerativeAI

A case study in overcoming the challenges to implement Theory of Constraints Holistically. ITT Night Vision, under the leadership of Neil Gallagher achieved remarkable success using the 5 Focusing Steps of Theory of Constraints (TOC) at a very strategic level. Their success story is a powerful example of how the deliberate management of the system constraint can lead to exceptional results. Rather than identifying the constraint they decided where they wanted the constraint to be - in production - and made sure they had enough customers to sell all their capacity at highest gross margin/constraint time. It enabled them to double sales in just 3 years and dominate their industry for decades. In this keynote, Dr. Eli Goldratt interviewed Neil to find out what rules they had to change to get these results, which rules got the most resistance and how they got buy-in for these. In summary, the key rules they had to change that faced most resistance included: Product Pricing Rule: The CEO of ITT was one of the pioneers in using Cost Accounting. It enabled ITT to win government orders and make 100’s of acquisitions. But when they decided that the constraint should be Production, they needed a Flexible Pricing Rule to evaluate existing and new business using Throughput Accounting (not Cost Accounting) to ensure they could sell all their capacity at highest Gross Margin/Constraint resource.    Production Scheduling Rule: ITT has a very complex manufacturing process. Both MRP and Just-in-time failed to improve their operational performance. With TOC they realized that by scheduling only the Capacity Constrained Resources (CCRs) they could make more reliable commitments while maximizing throughput and lowering total cost. Continuous Improvement Rule: And they used Buffer management analysis to identify what is causing most of the Throughput losses and Lead Time Delays to determine what resources to improve (to better exploit) or to invest in (to elevate) to keep growing Throughput. How did they get buy? They developed a Business Analysis system using Throughput Accounting principles to overcome the resistance in moving to flexible pricing. They used the Goldratt Production Simulator game in training to get buy-in for the TOC rules in production scheduling, prioritization and continuous improvement Like many fast-growing companies, the biggest challenge ITT faced was when key people with deep TOC or System Thinking expertise left. It left major voids that ultimately harmed operational and financial performance Key Take Away Using TOC at a strategic level means you must be proactive, not only in deciding where you want the constraint to be and to change rules in conflict with that decision. It also means being proactive to identify these key roles in your organization, and creating (through education), or hiring, enough of them so they do not become the system constraint Follow Dr Alan Barnard for daily insights on make better faster decisions

Do you ever have those moments when you feel like things are just hard to get done in your company? How many of those happen when the responsibility for getting something done is between different teams? When I talk to people about this they always say you need a RACI. My take is that a RACI doesn’t fix things. It puts someone on the hook which is good, but they still have to operate in the seams between different orgs and galvanize a bunch of teams which is hard. Those seams can be tough because even if you establish an owner it still requires multiple teams to be heavily involved. At fast moving, small companies this is really challenging because everyone has other priorities. One classic example of a seam comes in when fixing operational problems that everyone cares about, but is not anyone’s full time responsibility. This can be tough because sometimes it requires data team involvement to understand what’s happening, system teams who are required to understand how information flows, ops team who can implement change, and business teams who actually understand what the customer experience needs to be. Other examples might be in product onboarding if you don’t have a dedicated growth org, figuring out payment failures or retention marketing in a PLG driven environment. In my experience there is no silver bullet for solving projects that fall in the organizational seams, but I do know a RACI isn’t sufficient although it can help. My solutions fall in two camps: find a driver or go hard on a tiger-team with visibility. Drivers are in short-supply, but if you have read my other articles you know I love team members who have accountability and urgency. If you can find drivers with these characteristics they will find a way to get projects completed in the seams. This is usually my preferred method, find someone who gets things done and unleash them on the project. This can require a carve out of time, but I usually find that these drivers rise to the occasion and love the challenge. This works because these drivers will find a way to get the right people together. They’ll figure out how to sequence the problems and knock down objections in a methodical manner until the project is solved. Bonus points if you can find a driver who is great at process mapping and can lay things out in a structured manner, which is crucial to figuring out how to sequence issues that rely on multiple teams. Read the rest here https://lnkd.in/gk7Xt__D #raci #daci #gsd

How I finally fixed my biggest business problems Addressing the symptoms won’t solve it. Ever faced the same issue for two quarters straight? If you're spinning your wheels with no results, it's time to dig deeper. Here’s what you need to do: Identify the Root Cause: ↳ Look beyond the surface issues. ↳ Analyze patterns and underlying factors. Engage Your Team: ↳ Gather insights from all levels. ↳ Encourage open communication. Implement Strategic Changes: ↳ Make informed decisions based on data. ↳ Align your team around the solution. Evaluate and Adjust: ↳ Continuously monitor progress. ↳ Be ready to pivot if needed. The Result? Transform your business operations. Boost efficiency and morale. Achieve sustainable growth. Stop patching up surface issues. Get to the root and see real change. Ready to dig deeper and transform your business? Drop a comment or message me to start the conversation.

Today, I would like to share a common problem of *Broken Data Pipelines* that have encountered in the past in my career. This disrupts critical decision-making processes, leading to inaccurate insights, delays, and lost business opportunities. According to me, major reasons for these failures are: 1) Data Delays or Loss Incomplete data due to network failures, API downtime, or storage issues leading to reports and dashboards showing incorrect insights. 2) Data Quality Issues Inconsistent data formats, duplicates, or missing values leading to compromised analysis. 3) Version Mismatches Surprise updates to APIs, schema changes, or outdated code leading to mismatched or incompatible data structures in data lake or database. 4) Lack of Monitoring No real-time monitoring or alerts leading to delayed detection of the issue. 5) Scalability Challenges Pipelines not being able to handle increasing data volumes or complexity leading to slower processing times and potential crashes. Over the period, I and Team Quilytics has identified and implemented strategies to overcome this problem by following simple yet effective techniques: 1) Implement Robust Monitoring and Alerting We leverage tools like Apache Airflow, AWS CloudWatch, or Datadog to monitor pipeline health and set up automated alerts for anomalies or failures. 2) Ensure Data Quality at Every Step We have implemented data validation rules to check data consistency and completeness. Use tools like Great Expectations works wonders to automate data quality checks. 3) Adopt Schema Management Practices We use schema evolution tools or version control for databases. Regularly testing pipelines against new APIs or schema changes in a staging environment helps in staying ahead in the game 😊 4) Scale with Cloud-Native Solutions Leveraging cloud services like Amazon Web Services (AWS) Glue, Google Dataflow, or Microsoft Azure Datafactory to handle scaling is very worthwhile. We also use distributed processing frameworks like Apache Spark for handling large datasets. Key Takeaways Streamlining data pipelines involves proactive monitoring, robust data quality checks, and scalable designs. By implementing these strategies, businesses can minimize downtime, maintain reliable data flow, and ensure high-quality analytics for informed decision-making. Would you like to dive deeper into these techniques and examples we have implemented? If so, reach out to me on shikha.shah@quilytics.com