Before you move forward take a look back……..

‘’We do not learn from experience, we learn from reflecting on experience’’

John Dewey – philosopher, psychologist, and educational reformer

Each December instead of releasing my monthly blog on 21st of the month, I release it early in the month giving readers time to reflect before the Christmas ‘rush’. As it is coming up to the traditional Christmas and New Year holiday period in Australia where employees head off for holidays, it is a good time for managers and business owners to reflect on the previous year.

While it is normally considered a good time to plan for the year ahead, by setting goals and targets ready for the resumption of work after the holiday period, being well-rested, with batteries recharged ready for the challenge of the new year, it is also a good time to “look back”, that is to reflect on the previous year.

Is looking back bad?

No.

If you are not reviewing the previous 12 months you often lose perspective on what has been achieved and what has not worked out as planned. Here are three questions you should ask yourself and your team in looking back over the previous year.

  1. WHAT did we do well last year and WHY?

While it is important to recognise and celebrate wins, it is just as important to ask the questions

–  ‘How did we have these wins?’

– ‘What were the actions that we as a team took to get this great result?’

Note the reasons down, share these with the team and have a goal to continue this strategy.

  1. WHAT did we do badly this year and WHY?

Sadly, many of us blame others, and make excuses as to why things fail. It’s time to put our egos aside and be honest as to the causes of the failures.

– Where did we fail?’

– ‘Where did we not strive hard enough?

– ‘Where did we not act like a team?

– ‘When was the customer not put ahead of ourselves?

– ‘What happened and what did YOU do to contribute to that result?

Make a note of the answers to the above questions and ensure that we do not do that again. After all, as managers we are accountable!

  1. WHAT goals did we set this time last year that we did not achieve and WHY?

As Albert Einstein said, “Insanity is doing the same thing repeatedly and expecting different results”, so establishing the same goals and associated actions as last year will most likely give you the same result.

– ‘Why did we set them?

– ‘Why didn’t we achieve them?’

‘- Did these goals really matter?

– ‘Is it different this time?’

Discuss with your team as to whether the goals are still a priority, and should they be the same goals again for this year?

Having answered these questions, honestly and openly you and your team are ready to set goals and plans for the next calendar year.

Does your team have the skills, capabilities, work ethic and behavioural characteristics to be a ‘winning’ team for next year?

To my blog readers, best wishes for Christmas and 2019

What were the management lessons from the Battle of Britain?

“Never in the field of human conflict was so much owed by so many to so few”

Winston Churchill

In the Battle of Britain, the history books champion the heroics of the fighter squadrons of the RAF in defeating the German Luftwaffe. Churchill seeks to reinforce this view through his famous quote about ‘the few’, being the fighter pilots of the RAF Fighter Command. In reality, the reasons for the British victory were far more complex.

The Battle of Britain is considered to have occurred between 10th July 1940 to 31st October 1940, commencing soon after the fall of France on 25th June, 1940. The German strategy was to obtain air superiority over Britain before Operation Sealion, Hitler’s invasion of Britain. The Luftwaffe had over 2,600 attacking aircraft, bombers and fighters whilst Fighter Command had only 640 fighter aircraft, although there were over 1300 other non-fighter aircraft such as bombers, transport and reconnaissance aircraft. When the Battle ended, the Luftwaffe had lost nearly 2,000 aircraft and over 2,600 airmen, compared to the RAF, who lost over 1,000 aircraft and just over 530 airmen.

So how did the RAF succeed against such odds?

There were a number of inter-related reasons, including German fighters flying at the end of their range, the use of radar by the British, poor German intelligence, the bravery and skill of the RAF pilots, higher attrition of German pilots compared to the British, the weather, and confused and changing German strategy. The German strategy for example, changed from attacking the ports and Channel convoys, to destroying the RAF, either on the ground or in the air, and then later bombing the cities and industrial sites in southern England. Furthermore, the German Luftwaffe headed by Goring, was both autocratic and bureaucratic.

However, the prime reason is considered to have been the tactics initiated by Air Marshall Hugh Dowding. Through the use of new technology, radar and a flexible command structure called the Dowding System, which moulded together technology, ground defences and fighter aircraft,  the RAF eventually repulsed the Luffwaffe. Interestingly, Blitzkreig’s initial success can be attributed to using technology and a flexible command structure. Britain was divided into four geographical areas called ‘Groups’ and then ‘Sectors’. Each ‘Sector’ had a fighter airfield with an Operations Room from where the fighters could be directed. As radar tracked the incoming Luftwaffe raids, information was sent to Group headquarters, then to the ‘Sectors’ where fighters would be scrambled and air defence stations notified, all in a short period of time. This strategy allowed the RAF to engage the enemy selectively and in a timely way. The RAF fighters did not engage German fighters unless they were escorting bombers, with Hurricane fighters attacking the German bombers and the Spitfire fighters waiting for the bombers to turn for France before attacking both fighters and bombers when they had little fuel or ammunition. It is a common misconception that the Spitfires and Hurricanes were offensive weapons. They weren’t. They were defensive interceptors, with the sole purpose to intercept bombers on the way in, and prevent them from carrying out their mission and hunting them down when they turned back to France. In reality, the bombers were the attack weapons, to attacking industrial centres, cities, shipping and ports.

What can we learn for business from the Battle of Britain?

There are potentially 3 management lessons from the Battle of Britain.

  1. Flexible management systems are better than authoritarian and bureaucratic systems

For example, I was able to contribute the success of our logistics business by empowering supervisors to communicate directly with their assigned customers. This not only improved customer service but developed the supervisory and management skills of the supervisor.

  1. Technology is only an enabler

As an example, our logistics business was created from an opportunity when a major Australian retailer changed their supply chain systems, forcing suppliers to prepare their products in a store-floor ready condition. The enabler was technology (EDI), as it allowed for a more efficient management of the supply chain.

  1. Engage on your own terms

Too often, business owners try to be all things to all people and do not focus on their strengths and niche and end up competing against larger and better resourced competitors. For example, in our logistics business, we targeted to great success, smaller owner operated companies who did not want to deal with large impersonal organisations.

In conclusion, as managers and business owners we can learn some valuable lessons from the Battle of Britain. Technology is only an enabler. For example, AirBnB’s software has ‘enabled’ a new source of cheaper accommodation for travelers through the letting of private rooms and apartments that were not previously considered available. Flexible management systems that are agile will beat bureaucratic organisations everytime. Kodak, who initially invented the digital camera, failed to commercialise it successfully. And finally, engaging on your own terms where you have a competitive advantage and not go head to head with your competitors is a sensible strategy. A good example of this strategy is the success of Yellowtail Wines where a small Australian family owned wine company created a new market for wine in USA and avoided head-to-head confrontation with the major industry players.

There are valuable lessons for managers in studying history……

 What are the management lessoons from the Battle of Britain?What are the management lessons from the Battle of Britain?What are the management lessons from the Battle of Britain?

Could you manage a crisis?

“It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently”

Warren Buffett – businessman, investor and philanthropist

In business, often the hardest issue to manage is a crisis. Crisis management should form part of your organisation’s Risk Management Plan. A properly developed and implemented crisis management plan can result in resolving the crisis, continuation of business as usual, and preservation of your organisation’s reputation and financial stability.

So, what is the definition of a crisis?

A crisis has three common elements:

  1. It is a threat to the organisation
  2. It has an element of surprise
  3. There is a short decision time

One of the worst examples of managing a corporate crisis was the BP oil spill in 2010 where 11 rig workers were killed and millions of barrels of oil spilled into the Gulf of Mexico. The crisis went on for months, billions of dollars of damage was done to the environment, BP’s share price plummeted and the CEO, whose incompetence in managing the crisis contributed to the disaster for BP, lost his job.

How should a crisis management plan work?

By way of example, many years ago I was a manager of a large trucking company in an Australian rural city when a major incident occurred that met the three common elements of a crisis.

  1. it had the element of surprise
  2. was a threat to the business in terms of reputation and financially
  3. a decision had to be made quickly

In the very early hours of the morning I received a phone call from the Maintenance Manager to say one of our trucks had crashed into a house in the city. The truck, a fully laden semi-trailer had driven into a residential area and when finding it was in a cul-de-sac had reversed into a house, partially destroying the front bedroom. To add to the drama, inside the bedroom was a young mentally disabled adult. When she heard the truck backing into her room she became hysterical. You can only image how stressed the family were.

In the initial telephone conversation with the Maintenance Manager, I did not recognise the driver’s name so drove to the Police Station to try and identify him. When I arrived, I could not identify the driver, who was apparently drunk. Further confusing the situation, it then became clear that he had broken into the transport yard and stolen the truck. It would have been even worse if the truck thief had driven up the highway drunk and then crashed into car killed a family.

So, was the trucking company responsible?

Technically, we were not responsible, as the driver was not an employee, had stolen the vehicle and was drunk.

Was denying responsibility and walking away from the incident a sensible action?

No, unlike BP in the Gulf of Mexico’s oil spill we immediately implemented our crisis management plan. This included a clear communication strategy in stark contrast to the BP situation.

We had to act quickly.

The family was immediately placed in a motel. Working with the Police, we released a media statement to the local radio station, newspaper and TV station explaining what had happened and what we were doing for the family. Repairs to the house were organised, completed and within 2 weeks the family moved back in.

The company’s reputation enhanced in the community as already one of the largest employers in the city, we were now also seen as being the most socially responsible. The family affected formally thanked us, the business was not financially threatened, and the business continued as usual.

So, does your organisation have a crisis management plan?

If not, I would recommend developing a crisis management plan and testing it, something that BP failed to do.

Post Note: the driver gave the Police several false names, however he was eventually identified by his tattoos. He was charged, convicted and sentenced for vehicle theft, drunken driving and malicious damage.

Blitzkrieg – lessons for managers?

German_tanks_invade_Poland_1939_large

 “You can’t outrun the future if you don’t see it coming. Individuals who get startled by the future weren’t paying attention”.

Gary Hamel – London Business School Professor

What is blitzkrieg?

Blitzkrieg roughly translated from German means “lightening war” and was a method of warfare used by Nazi Germany in successfully invading northern Europe in World War II (1). At the beginning of World War II, France had the largest army in Europe, and the most tanks and aircraft but was defeated comprehensibly by the Nazi war machine in a matter of weeks in 1940. To be successful, Nazi German did not fight France on their terms or in more traditional ways, instead they used ‘blitzkrieg’.

So how did the Germans successfully invade France in World War II?

Following World War I, the French built a series of defensive forts on their eastern frontier with Germany called the Maginot Line, to protect them against invasion.  Although outnumbered, the Germans used a combination of tanks, motorised infantry and aircraft in a combined offensive mobile approach using excellent radio communications. They bypassed the Maginot line and attacked France through the Ardennes which the French considered ‘tank proof’.

By comparison, the French relied on static forts and viewed tanks as a defensive weapon to support their infantry. Also, few of the heavy tanks had radios and furthermore they were unreliable.

What are the lessons from blitzkrieg that can be used in business?

In summary it was ‘old war’ v ‘new war’ and broke the ‘old thinking’.

The German approach meant challenging the traditional ways by doing things differently which required planning to get around a superior enemy, without fighting on the enemy’s terms, and by using:

  • speed and efficiency – mobile infantry and tanks supported by aircraft
  • new technology – extensive use of radios

There are many examples of companies who failed to change which resulted in their demise. For example, although Kodak invented the digital camera it failed to commercialise it. Nokia the leading mobile phone business at the time invented the smart phone, however its delay in commercialising it meant the company was overtaken by Apple and Samsung. I had a client whose business relied for the majority of its revenue on providing engineering services to a major vehicle manufacturer in Australia. The owner proudly told me that he could always rely on this company as he had dealt with them for over 30 years. Within 2 years of this statement, vehicle manufacturing ceased and his business folded.

As business owners and managers, we must always be thinking of new ways of doing things, embracing new technologies and seeking outside assistance where appropriate ……….

Here are three questions you can ask yourself:

  1. how can I get customers from my competitors but not compete on the same terms?
  2. where is my business vulnerable to new technologies?
  3. are any of my new or existing competitors competing differently in the market?

This is your challenge!

After all, ignoring emerging trends or becoming overly absorbed in the present is naïve or even reckless.

  1. Note: the use of Blitzkrieg as an example of a management technique and is not to be misinterpreted as support for the evil actions of Nazi Germany which resulted in over 30 million deaths in World War II.

 

Further lessons from the farm……………

“Farming looks mighty easy when your plough is a pencil and you’re a thousand miles from the corn field”

Dwight D. Eisenhower – President USA

Each year I write a blog about ‘lessons from the farm’. In 2016 it was about  constant renewal and in 2017 it was about being careful in assessing opportunities and watching for hidden problems.  Growing up on a farm in country New South Wales, Australia provided me with a great grounding for life. It certainly gave me the experience and a sense of perspective to be successful, academically and in business and to handle difficult issues when they arose.

Being a farmer is more than a job, it’s a way of life. It is full of life lessons that you can use as a manager or business owner.  Farming is unpredictable – as a farmer you are at the mercy of the weather, whether it be droughts, storms or floods, as well as fluctuating commodity prices.

So what lessons can a farming life provide?

Here are 3 lessons from my childhood……

  1. Always be optimistic. As a farmer, you tend to always look on the bright side of life even when the problems seem insurmountable. Whether it’s a crippling drought or a flood, or a tractor that breaks down in the middle of the sowing season, there is always tomorrow, next week or next year. I witnessed my father struggling financially to hand-feed sheep during a drought believing that prices would improve. Later on, wool prices increased and this made his efforts worthwhile.
  2. Deal with disappointment. Often on the farm, despite giving your best effort, things don’t work out. The weather can be unpredictable, crops can be ruined and animals can be lost to drought, flood or fire. This taught me that life is not easy and you deal with disappointment by being resilient. You must keep continuing on. In a period of severe drought, with no farm income and four hungry boys to feed, as a family we dealt with this difficult period by my mother breeding Corgi pups for city people.
  3. You reap what you sow. Despite the unpredictability of mother nature, in farming generally you get out of it what you put in. Proper preparation of the land before sowing a crop will be more likely to produce a successful crop. The lesson is that when you dedicate your time to doing a job correctly, without cutting corners, you are more likely to get your desired results. In business and in life, the results you get are based directly on the efforts you put into it. Over 40 years ago, my father saw a gap in the market for low fat drought hardy beef cattle. He began breeding Limousin cattle from France, initially through artificial insemination using semen from the best French bulls. Within 10 years his cattle were winning national beef competitions in Australia.

These lessons from the farm serve as good examples of lessons for life. Life is often not easy, whether with family, business or your career. I found myself facing difficult issues in business, whether it was the loss of a major customers, slow paying customers or staff issues. In one year we lost our 2 largest customers in circumstances beyond our control. This threatened the viability of the business. It was similar to the farmer’s livelihood being threatened by mother nature. We knuckled down, believed that the future would improve, dealt with the disappointment and worked hard at marketing our services. Within 2 years our business had grown 50%.

Can you think of examples where you overcame adversity and grew?

Using lessons from the farm is a good reference point for action.

Are you an ostrich or meerkat manager?

“What makes us human may not be uniquely human after all”

David Attenborough – naturalist and TV compare

What kind of manager are you? An ostrich or a meerkat?

Last year I travelled to Southern Africa and experienced viewing the amazing African wildlife from a canoe and a 4WD safari vehicle. African wildlife is best viewed quietly, early in the morning or in the evening. I love watching David Attenborough’s nature series. The most recent series I watched was about meerkats. Unfortunately, I did not see an meerkats on my trip. However, I did see some elephants, hippos, lions, wild dogs, jackals, crocodiles, various species of antelopes, buffalos, hyenas, monkeys and ostriches.

This got me thinking about management styles and the animal kingdom. On safari you have plenty of time to think and reflect. Watching the sun rise, lying under a tree during the heat of the day or drifting in a canoe. Some animals remind me of some of the managers and business owners I have met over the past 30 years.

Think of the ostrich. What do they do? They run, hide and avoid a problem. An ostrich does not actually bury its head in the sand when confronted by danger. However, they flop to the ground and remain motionless. This passive behaviour only exacerbates the danger and it becomes an easy target for a predator. Not much good if a lion or hyena is hungry and chasing you.

Ostrich managers refuse to recognise reality, do not listen, are often loaners, refuse to seek advice, don’t act on facts and resist change. They do things the same way they have always done and fail to adapt.

On the opposite side of the African animal kingdom, are meerkats. Meerkats are a species of mongoose. They live in colonies of up 40 animals in desert or semi-arid areas of Southern Africa. What are the traits of a meerkat? A meerkat sits up, scans the horizon to watch for danger, is constantly alert and addresses the risks and adapts. Meerkats also display altruistic behaviour and watch out for others in the colony and work as a team. This includes lactating to feed others babies. They nurture, mentor and teach young meerkats to hunt. For example, adults pull the tail of scorpions, a favourite food so young ones can safely learn to hunt.

Meerkat managers build strong cohesive teams, are always looking out for others in their team, mentor staff members, look out and adjust for risk, collaborate with others and continue professional education and………

So, some questions you may wish to ask yourself….

Are you an ostrich manager or a meerkat manager?

What are you DOING to become a meerkat manager?

What should you STOP doing to become a meerkat manager?

Is there a thief or fraudster in your business?

employee-dishonesty

“I take full responsibility for what happened at Enron. But saying that, I know in my mind that I did nothing criminal”

Kenneth Lay – disgraced criminal former CEO of Enron

Normally my blog is released every month on 21st day except for Christmas and when I am away overseas. This is one of those blogs. It was prompted by a conversation with a friend whose business did not get paid because their IT system was hacked, diverting the payment to a fictitious bank account. Their customer did not have the checks and balances in their accounts payable department. However, most fraud is internal.

Is there a fraudster or thief in your business?

In the media headlines, we regularly hear about business fraud from chief executives defrauding the company to cover gambling debts, to public servants giving contracts to family friends and associates, and to senior managers being appointed on false resumes.

However, fraud and theft in organisations are more widespread than the media portrays and are often hidden as it is embarrassing to the organisation and its management. Most theft and fraud occurs within an organisation and not outside the organisation. In Australia, theft in retail by employees is far higher than theft from shop lifting.

Every organisation needs to be vigilant where ever possible against theft and fraud and have the appropriate systems in place to prevent it occurring. I once worked for a company where it was rumoured several of the senior managers were perpetuating fraud. The clue was that they were living beyond their means. An alert CFO decided to engage forensic accountants. The subsequent investigation found fraud extended back over a decade and involved millions of dollars. The culprits were sacked and it was never reported to shareholders.

For fraud or theft to occur there needs to be three conditions. This is often called the fraud triangle.

  • Motivation – this is often related to personal financial situation and living beyond their means. For example, gambling debts. When I was in business we had a customer who was defrauded for over $1m by a ‘trusted’ employee who had gambling debts
  • Opportunity – access to cash or goods and understanding of the company’s systems. For example, truck drivers and dispatch staff in a warehouse colluding to steal stock
  • Rationalisation – where employees often feel justified in their actions. For example, an employee who feels aggrieved by their salary or envious of the business or owner making a profit.

Most fraud or theft is result of a lack of segregation of duties, inadequate check and balance systems and inadequate supervision.

In reducing the opportunity to steal or defraud where do you start?

Like most things in an organisation it starts at the top. The first step is the culture.

  • set the right ethical tone from the top of the organisation
  • communicate no tolerance of unethical behavior
  • walk the talk and set the right example

As a business owner or manager…………….

“You own the business; you own the risk. Identify it and manage it.”

The second step is to ensure internal accounting controls are in place. Identify the areas of the business most at risk of fraud and focus your attention in improving controls in those areas, especially the ones relating to how money is moved around the business. For example, when paying suppliers and wages separate out who can raise an invoice and who can pay it. Create a system where a second person is responsible for authorising payments that have been approved before the money leaves the organisation’s bank account.

The final step is to have a system that will uncover fraud and theft. Two examples are:

  • whistle blower policy that protects the whistle blower. For example, it may be a phone number an employee can call such as the Chief Financial Officer. Most fraud is uncovered by employees
  • regularly and systematically analyse the data in high risk areas such as payroll and procurement and investigate transactions that do not look right

As well as being a management distraction when discovered, serious fraud and theft can destroy a company and jobs (http://www.dolmanbateman.com.au/604/internet-banking-fraud-clive-peters-case/)

Unfortunately, in over 30 years of life in business I have witnessed too many acts of theft and fraud. In most cases, they continued until discovered and were the result of poor systems and supervisory management. Generally, theft and fraud starts small and then as the perpetrators become more bold and greedy they become careless. Often it’s a small indiscretion that tips a manager off and often it is the ‘tip of the iceberg’.

In my work experience two examples spring to mind. Personal items from motor vehicles were being stolen in transit. When the employees were caught the police found an ‘Aladdin’s Cave’ of stolen items. In another example, a supplier was randomly checked and it was found to be owned by two managers who were directing non-existent services and collecting the money.

In conclusion, in your organisation are you vigilant about theft and fraud?

Do you have the necessary systems in place that discourage it?

More importantly do you set the moral tone and walk the talk and set the standard that theft and fraud at any level is unacceptable and will be dealt with accordingly?

Remember, a fish goes rotten from the head first.

The lessons from railway tracks

“Most managers were trained to be the thing they most despise – bureaucrats”

Alvin Toffler: author and futurist

The state of New South Wales (NSW) railways has a railway gauge (distance between the rails) called the standard gauge. It is 4 feet, 8.5 inches or 1.435 metres and is also the gauge used in Great Britain and USA. As an aside, there are 2 other railway gauges used in Australia. How they came about is a story for another blog.

The standard gauge is an exceedingly odd number.

Why was that gauge used?

Because that’s the railway gauge used in England, and NSW was formally a British colony.

Why did the British select this gauge?

Because the first railway lines were built by the same people who built the pre-rail tramways. This was the gauge they used.

Why was this gauge used?

Because the engineers who built the tramways used the same jigs that were used for building wagons using the same wheel spacing.

Why did the wagons have this wheel spacing?

Because the wagon wheels were the spacing of the old wheel ruts. Outside these spacing they would break through the old, long distance roads in England.

So who built the old rutted roads in England?

Imperial Rome over 2,000 years ago. Many of these old Roman roads have been used ever since.

And what formed the initial ruts in the roads?

Roman war chariots.

So the NSW standard railway gauge were derived from the original specifications of an Imperial Roman war chariot.

What a great example of the power and life of bureaucracy. Bureaucracies can live forever.

When you are handed a specification, procedure or process and fail to understand the ‘logic’ or ‘reason’ you can make the statement:

‘What horse’s arse came up with this?’

And you may be right. Imperial Roman army chariots were made wide enough to accommodate the rear ends of two war horses.

The moral of the story is to “aware of the power and intransigence of

bureaucracies”. This can be outside your organisation or within your organisation itself.

You need to keep asking the question ‘why’ to get the best outcome (https://5-dimensionz.com.au/2014/04/28/the-5-whys/)

The importance of standard routines and procedures

pioneer_cement_ford

“Routine sets you free”
Verne Harnish – founder of Young Entrepreneurs’ Organization (YEO)

One of the biggest issues faced by businesses as they grow is managing the growth. This is because their management systems come under strain.
Many businesses begin when a ‘technician’, for example, a tradesman such as an electrician decides that they want to go into business as they have the technical expertise. The new entrepreneur thinks that because they understand the technical work they also understand how the business operates.

This is a myth according to author Michael Gerber. In his book published over 20 years ago called The E-Myth (http://www.slideshare.net/makofranca/the-emyth-by-michael-gerber) he introduces the concept that very successful businesses have very simple and robust business systems that do not require exceptional managers. The more automatic and simplified your management system the more effective is your business. What Gerber is explaining is a franchise system.

Very early in my corporate career I worked for a business called Pioneer Concrete Services Ltd (http://www.fundinguniverse.com/company-histories/pioneer-international-limited-history/). The company grew from a single pre-mixed concrete plant in Sydney in the early 1950s to a major industrial corporation operating in 11 countries within 30 years. The founder was an accountant called Sir Tristan Antico who was obviously not a concrete ‘technician’. The primary foundation of the pre-mixed concrete business was a concept called ‘cell management’, where the plant manager was responsible for marketing, production, human resources, sales, quality and profitability. As a young graduate it was an exciting and challenging work environment where you quickly learnt business management skills or left.

Antico designed a very simple management system. Remember this was before computers. Each fortnight the manager reported their profit and loss using standard forms, showing gross margins, sales and profits. Once again using standard forms materials purchases and usage were reconciled monthly. The company could tell very quickly, regionally, nationally and internationally how it was travelling using this standardised and disciplined system. What I learnt at Pioneer I carried on to other companies I worked for and then to our own business.

As Vern Harnish says “Routine sets you free”

This disciplined, routine and systematic management system allowed Pioneer to expand quickly into international markets well before other competitors. Their business system was scaleable without the administrative and management bottlenecks often encountered when companies grow. One of my former managers said a trained monkey could run the Pioneer Concrete system.

As Warren Buffett, the great American investor said:

‘Buy into a business that’s doing so well an idiot could run it, because sooner or later, one will,’”

This was one of the main keys to Pioneer’s success. Interestingly, a new CEO recruited from outside the organisation and therefore with no allegiance to the cell management system took over. The cell management system with its standardised and disciplined management system was abandoned. The business was subsequently acquired by a major international competitor and a major Australian industrial icon was lost.

The question for any business owner is:

“Are your business systems scaleable so that your company can manage its growth without losing control allowing you to work on the business rather in it?”

Constant renewal – lessons from the farm

Bathurst-Burr-2

I grew up on a farm in north western New South Wales, Australia. In my opinion it was one of the best groundings in life you can have. Many things observed and experienced as a child growing up on the farm can be related to business.

One experience that comes to mind is the problem of weeds.  This can be related to continuing to improve both your management performance and your business.

On our farm, weeds, specifically burrs and thistles were a major problem. In particular there was a burr called a Bathurst burr. Bathurst burr is amongst the most common and economically serious weeds in Australian agriculture. It readily adheres to the wool of sheep. Wool contaminated by Bathurst burrs is a substantial cost to the wool grower as additional processing is required to separate the burrs from the wool. The burr was first introduced to the city of Bathurst, Australia’s first settled inland city in about 1850. It was trapped in the tails of horses imported from Valparaiso in Chile. Perhaps it should have been called Chile burr!

As my father was a woolgrower, Bathurst burr was a major issue.  As children we were often sent out with a hoe to chip Bathurst Burr along the outside of the cultivation paddocks and roadside. Call it character building. However, compared to other properties in the district our farm had relatively small amounts of this burr.

Why was this so?

It was not from our childhood efforts chipping weeds along the roadside!

It was due to my Dad, who was constantly on the lookout for burrs. When horse riding whenever he saw a Bathurst burr, he would dismount from his horse and pull it out. As children we were fascinated by this obsession of eradicating Bathurst burrs and would often point them out to him if he missed one (this was very rare as being an Aussie bushman he had excellent eye sight).

By comparison, my school friend Graham who also lived on a farm had a different experience. I can remember his father’s place having far more burrs than ours. Like my father, his father would often send him out chipping burrs. However, his father became ill, involving hospitalisation and was unable to walk around his farm and keep burrs under control.

What was the difference?

It was because of the constant attention to keeping the burrs under control – often on a daily basis.

And this is the lesson for managers and business owners. Managing is not about platitudes, big schemes and projects. It is about constant attention to detail, continuing seeking ways to improve……… everyday.

As a manager are you keeping the burrs in your organisation under control?