It’s in almost every business text book, it’s shouted from business rooftops, and it will be drummed into you by business mentors and lecturers alike - You need a business plan. You should predict what you will be doing in 5 years. You need charts - pretty, non-lumpy, perfectly linear charts that project year-on-year growth across the board in a systematic way. Every year should be like the last. Cash flow will be perfectly managed. Sales will grow as customers remain perfectly happy. You will continue to do in 5 years what you have dreamed up today. And you will know this and develop this with such precision that even the most business plan loving jargon speaker will find no flaw in it. Congratulations, all will be a formality from here, you have your business plan.
Can you predict if it will rain next week? Even with sophisticated mathematical models we are often far off the mark. Can you tell me the next set of lottery numbers? I thought not. Can you even tell me how many sales you will make next quarter? Check your “prediction” against actuals and shock yourself.
You we see a million books lining the stores giving you the secrets to success. “10 things all great companies have in common”, “5 things all winners do to succeed”, “7 ways to be the next Steve Jobs.” Unfortunately for you, the advice given is not proof of cause of success. What do I mean? Well, if you take an example from one of these books, let’s say the quality of “perseverance.” If perseverance caused success, you wouldn't know of one failure who persevered but didn't succeed. But you know plenty! Unfortunately, they don’t write stories about the graveyard of failure, it doesn't sell as well.
Size and Creating Movement
The heavier an object is, the harder it is to move. Try kicking a football versus kicking a boulder and you’ll see for yourself.
What does this mean? If your business is big, creating new movement is damn tough. You have to get approval from management, have endless meetings, deal with mind-numbing bureaucracy and win over plenty of naysayers. It’s draining, and it’s not even energy spent on creating movement, its energy spent on getting free from the shackles. It disperses through the company in the form of getting approval, therefore requiring more energy to actually implement the change you have requested. The bigger the company, the more force you need to create new movement.
On the other hand, small is nimble, small is beautiful, and small is agile.
half of the solution. In fact, the proper formation of a problem is often more essential than the solution.