Thinking about why organisation move from being a healthy environment to a sickly environment. Akin to Sick Building Syndrome

1. SS
Ten Slides in Ten Minutes:
Thinking about Sick Business Syndrome [SBS]
[Capturing the Hearts and Minds of Prospects & Clients]
Presented by:
Bill Graham APM.APMP
September, 2013
bill.graham@sales-synthesis.co.za

2. Agenda
• Sick Business Syndrome (SBS): Definition
• Resourcing is a major factor with SBS
• A Selection of ‘Other’ factors Impacting SBS
• Self-Assessment of SBS: Example
• Is Sick Business Syndrome inevitable?
• SBS produces a Cliché Corporation – even globally
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3. Sick Business Syndrome: Definition
Source: Sales Synthesis
3
Sick business syndrome (SBS) is used to describe situations in which employees
experience negative health and comfort effects that appear to correlate (and be linked)
to time spent in a specific company/business.
The outcome is a business entity that is not healthy enough to be viable in the
marketplace.

4. Dominant ExclusiveEmerging PervasiveAbsent
Symbiotic
relationship
with clients
Making the competitors irrelevant
Projects ParticularPerforming PertinentPeople Places
The Sustainable Business Imperative
SBS impacts on an organisation’s ability to build mutually beneficial and sustainable long-
term client relationships
Source: Sales Synthesis
Where you need to
be going
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SBS: Where you are
potentially heading

5. Resourcing is a major factor with SBS
Source: Sales Synthesis
Ratio of Unskilled to Skilled Resources
Productivity
The Peak of Positive Positioning
The more prevalent the incorrect resource selection criteria, the lower the resultant productivity
The Trajectory of Hopelessness
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Correct selection
criteria
Increased nepotism/cronyism Incorrect resources outnumber correct
resources
X

6. A Selection of ‘Other’ factors Impacting SBS
To a ‘lesser extent’ other factors need to be considered
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• Unclear business strategy
• Business Ethics
• Cultural Diversity
• Role and responsibility confusion
• Commuting Problems
• Remuneration Parity
• Buy-in to the Business Strategy
• Company Politics
• Respect for Executive Management
• Weak Leadership
• Poor – or missing - Support Systems & Tools
• Unfocused Strategic Market Development
• Lack of support for wellness initiatives
• Restructuring Periodicity
• Brand Acceptance
• Litigation
• Relevant Offerings Portfolio
• Etc…

7. Self-Assessment of SBS: Example
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Factor Impact as a Percentage Commentary
Business Ethics 55% Averaged but known it’s a
problem in the
Procurement Unit
Cultural Diversity 40% Aligned to all legislative
requirements &
demographics
Brand Acceptance 35% Positive acceptance in the
marketplace
ABCXYZ NN% ….
Etc.
Notes:
1. The above table should be completed as comprehensively as possible
2. Once completed, the table should be validated with colleagues and then the factors prioritised
3. Each factor - in priority order - should be addressed with its own project owner/initiative
4. After an agreed period (say, 3 months) the process should be repeated as part of continuous
improvement

8. Is Sick Business Syndrome inevitable?
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Productivity
The Peak of Positive Positioning
Without a ‘review intervention’ at
this point, there is a possibility
that negative factors will become
a major influence
X
The Trajectory of Hopelessness
Ratio of Unskilled to Skilled Resources
Honesty is required in any organisational reviews – else the results are worthless

9. Is Sick Business Syndrome inevitable?
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Productivity
The Trajectory of Hopelessness
Actions from self-assessment, or an
opportunistic intervention, will
inhibit negative impact and allow
status-quo to be maintained/
retained – Inertia to SBS
Ratio of Unskilled to Skilled Resources
The Peak of Positive Positioning
X
Inertia to SBS is a safe and easy mechanism to use

10. SBS produces a Cliché Corporation – even globally
Head Office
Regional Offices
National Offices
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