Why "thick wall" thinking is limiting your potential
In building a 20/20 Business, a structure that delivers you total control and ultimate freedom, you must first build and secure your core foundations of leadership, team, finance, operations and marketing & sales. You need to drive them deep until they’re resting on solid bedrock.
Unfortunately, most people who start, buy or inherit their own business will end up as an exhausted failure rather than the successful developer of their own “freedom” machine. Most have been struck with an entrepreneurial seizure - there’s the manager who takes redundancy and starts a consultancy business, the labourer who quits to become a contractor or a cook who opens her own restaurant.
Thomas Watson, the father of IBM, was once asked how he built his company into the structure it became – because, he said, “I planned that structure from day one”.
Most small businesses, if they have a structure, build it only to suit their current needs. Consequently, a few people are designated to fill all the roles so the structure is defined by the individuals and not by the tasks they do. As this becomes ingrained over time it becomes difficult, if not impossible, to separate the two.
A few years ago I was invited by Sam and Lia Cocks from Urbantech Group to take part in a Celebrity Debate on the topic "Street Smarts and not Book Smarts is what it takes to be an Entrepreneur".