Summary of "A Simple Formula To Beat Competitors' Ass For Project Based Companies In Digital Space"

Here is a simple formula for any project based company who wants to grow now and in the future:

Reliable Delivery + Faster Execution + Innovative Solutions = Clients Love As $

First you will need to build an organisation that is reliable in delivery. This means, if you commit to deliver a project with certain deadline, quality and budget then you better delivery as promised 100% of the times.

When you build an organisation that can delivery as promised. Then it is time to make the delivery faster than your closest competitors.

At this stage you have such a competitive advantage that your clients will recommend you to their friends.

To persuade your clients to recommend your service to their close family members, you will need to build such a competent team that can provide Innovative Solutions to client's problems.

Now, if you provide innovative solutions to client's problem faster than anyone else, then there will be no one in the market who can beat your ass.

Since I have some friends and colleagues in marketing and advertising agencies, I feel obligated to customise the formula for this group, and here it is:

Reliable & Fast Delivery + Innovative Marketing Solutions

Pay attention to the order: 1) reliability 2) faster delivery 3) Innovative solutions

Note that Innovative (marketing) Solutions must have positive impact on your client's bottom line, to be measurable and more effective.

Does this make sense? I think so.

Is it easy to implement ? Well, it depends. It depends on your organisational values, it also depends on your management team.

If you (you as the ultimate decision maker - CEO/Founder/ ...) surrounded yourself with bunch of B and C players who are more comfortable to surround themselves with B or C players, then you will never ever pass the first stage of reliability. There will be enough excuse in the air, that will make the implementation of such a formula a too-good-to-be-true theory.

On the other hand, if you surrounded yourself with intelligent people who poses integrity and a burning desire to learn and grow. Then, reliability will be rooted into your organisation's values, and continues process improvement to deliver faster will become a norm, and innovating solutions to solve problems will become a necessity to feel and stay alive.

Comments

Moving from Basic DAD Scrum Based LifeCycle to Continues Delivery (Kanban Based) Lifecycle

I was thinking what the title of this blog post could be, I had couple of options to select from and decided to use a title that uses Disciplined Agile (DA 2.0) Lifecycle. Other options for titles were: Moving From Scrum to Kanban From High Performing Scrum Teams to Hyper Performing Kanban The bottom line is that at some point you may want to move away from Time boxes to a flow of work and service oriented teams and improve performance and throughput without massive and sudden organisational change. As always, I only share my experience and this may not apply to all situations, context is important. Another reason that I selected “Moving from Basic DAD Scrum Based LifeCycle to Continues Delivery (Kanban Based) Lifecycle” as the title, was that for many it is a question mark how to navigate through DAD life cycles. and I think this blog post could be one of the ways to navigate. Context: A Delivery Team started with Type A Scrum with 2 weeks Sprints. After a while,

Stay Fitter

1st edition of Fit for Purpose: How Modern Businesses Find, Satisfy, and Keep Customers from David J Anderson and Alexei Zheglov was published in Nov 2017. They wrote the first edition in 7 weeks during summer 2017. I had a chance to provide feedback to them as they were writing and editing their chapters. The book basically talks about what a product and service is made up of, how customers measure the product or service and what metrics company managers must apply at different levels to be always fit for customer purpose (the Why's of the customer). If I want to summarise the book in one statement, it would be like: Align your business to how your customers measure your product and service. When I was reading the chapters, four guys came to my mind: Peter Drucker, Jack Trout, Eliyahu M. Goldratt and Clayton Christenson. The book reminded me of Peter Drucker; because he once made a profound observation that has been forgotten by many, his observation goes like this: "B

Escalate, Escalate, Escalate!

What is escalation at organizations? Is it a way to solve problems? Is it a way to report things? Is it a way to put more pressure? Is it a CYA technique? What is it? How do you use it at your organization? How other colleagues of yours use escalation? Really, think about it and observe. At IT service companies, leadership measures the performance of IT Help Desk by number of escalated work items over a period of time. The less escalation the better . The reasons are simple: It is cheaper for companies if an IT Help Desk Specialist resolves an issue than an experienced technical specialist at one or two level higher. This is simple math, one gets $X and the other get $X*2 And when client gets result fast, he/she will be happier. So, less escalation equals happier client in IT Services. Client raise an issue, IT Help Desk Specialist resolve it, BOOM, Next! At organizations, It is amazing (sadly) to see how much lower level managers escalate problems, that they and thei

Kaveh Kalantar's Blog

Search This Blog