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Show me the money
- 2.
Recently I spent a morning with a colleague discussing ideas for a new business. He is working on a number of excellent
business models and if he can commercialise them, he should do very well.
He asked if I could assist him to “clear his head.” He was too close to the detail and the ideas and concepts were beginning to
blur.
My immediate suggestions were:
1. Draw the business.
2. Follow the money.
We spent the next two hours on exactly these two points. What he initially thought was a simple question, and one that he
already had straight in his head, proved to be quite complex. It is amazing how a person can jump large chasms in a single
bound in his/her head.
Our conversation produced a new and annotated picture of the proposed business depicting how it would work and the flow
of money. It was completely different to the picture he initially had in his head and it substantially changed the business
case and intended architecture. Importantly it resolved a number of the mental blocks he had about the business. The blocks
existed as subconsciously he knew there were issues; he just could not articulate where. Following the money is a sure way of
resolving this problem.
This same difficulty constantly plays out on a large scale with my clients. As a consultant, I am frequently engaged to prepare
process models, maps and related material. The conversation generally revolves around the relationship between people,
process and technology and is often interlaced with the phrase “shared service.”
What I battle to understand is this: why, despite engaging consultants to investigate the business, are managers so reluctant
to engage with the detail? Businesses are complex, but managers just don’t seem to want to know.
To further illustrate this point, the next graphic is an example of a detailed process map. Call it “Process 1.” I do not expect
managers to invest significant time at this level of detail. That is, managers other than the process owner.