Do Less Better: The Power of Strategic Sacrifice in a by John R. Bell (auth.)

By John R. Bell (auth.)

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I have met several leaders who are outstanding at managing complexity. Some lead large organizations, while others are one-man shows. But most of us work better when we focus on fewer things. So, as long as your overheads can handle the simplified operation, there is no downside, providing you can grow in the chosen fields of operation. Are you busy as hell and run off your feet? If this is the way you want to operate (some will say this is the only way they can operate), there must be a better way.

It isn’t just about selling. It’s about buying, manufacturing, warehousing, shipping, billing, marketing, and culture. How do you feel about the addition or contraction from a managerial standpoint? I have met several leaders who are outstanding at managing complexity. Some lead large organizations, while others are one-man shows. But most of us work better when we focus on fewer things. So, as long as your overheads can handle the simplified operation, there is no downside, providing you can grow in the chosen fields of operation.

Years ago I had the displeasure of counseling a large natural gas company in British Columbia. They wanted some help with marketing strategy. For me to do my job, I needed to ensure that we were all on the same page from 30,000 feet. This rocky road began with a strategy seminar to define the company’s key success factors. Early in the seminar, I posed those four basic strategic questions to the management group. ” to be a no-brainer. I was in for a shock. The divisional general manager told me they were in the peaceof-mind business.

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