A framework and set of tools to enable success
We have worked within a number of management frameworks over the years - from the McDonalds franchise system, MBA led large businesses, the 4M's of Cranfield's Business Growth Programme (BGP), and the 6 segments of the Entrepreneurial Operating System (EOS). We've also worked in SMEs with no structure other than what the founder put in place.
There is no one right management framework. Every person, and every business is unique. There is always more detail in every business, so we don't try to impose any one management structure. However there are also some core principles and structures that are common across all businesses - there is always some element marketing and sales, of operations, of finance. Even a 1 person business. In the modern world, there is always some technology that needs to be integrated.
We see the management frameworks such as the 4M's of Cranfield BGP, the 6 segments of EOS, the 4D flywheel of the Scaling Up framework, or an MBA are all of value. At their core they all have very similar principles. It doesn't matter which one you pick to run your business, but we believe it's important to pick one and use it consistently.
Over the last 25 years of leadership and management we have developed a framework and set of tools to enable an SME business into a smooth running, powerful and efficient engine of success:
(BOS + 3HEM + VI) x (Coach + Train) x (BSA + MLA)
x Technology
The framework is simple - as with anything in business, the vision is easy, making it happen is where it takes effort, skill, and the right tools.
BOS - Business Operating System. We don't mind what business operating system you've chosen - Cranfield BGP's 4Ms, EOS (As described popularised in the book Traction by Gino Wickman), Scaling Up (as popularised by the books Rockefeller Habits and subsequently in Scaling Up by Verne Hamish), or Ninety Founders Framework, or another clear operating model. If you do not established a operating model, we recommend EOS. We only work with visionary leaders and teams that have a minimum of a clear documented vision that we believe in and can commit to, at least 2 of the right people in the top 3 seats (marketing and sales, operations, and finance), and an established weekly meeting pulse. If you're not at this stage with EOS or another business operating system, we recommend you read (or re-read) Traction and/or first work with a professional EOS Implementer. We can recommend an Implementer local and appropriate to you to help you start your journey if you wish.
3HEM - 3 Highly Effective Meetings. In addition to highly effective weekly meeting pulse, if you don't already have them established, we establish an effective monthly meeting for 1 hour to review the finances and other key monthly scorecard measurables, and a 10-15 minute daily huddle. EOS does not mandate daily meetings, or monthly management meetings - they are not necessary to "run on EOS", but many companies that run on EOS do find that they are highly valuable. Given that we tend to recommend EOS, if a BOS isn't in place, we therefore recommend 3 additional Highly Effective Meetings in addition to EOS - daily management headlines "Standup" (which is common in Scrum and agile software development, and in Scaling Up). This is an example of why we describe EOS as "Business in black and white". It is not a set of onerous rules. It just documents the minimum that a well run company should have. To that black and white structure, it is the responsibility of leaders and managers to add colour, to bring the business to life.
VI - Visionary and Integrator fit. Ideally a business has a Great Visionary/Integrator relationship as described in the EOS book "Rocket Fuel". The Visionary is often a founder with a natural vision and ability to inspire people within the business and outside it. The Integrator is usually the person that helps prioritise activities within the business, whether they're called the Managing Director, CEO, COO, or some other title. We help ensure the Marketing and sales leader, operations leader, and finance leader, have the structure and systems to enable the communication needs, information and data requirements, that enable the Visionary to excel at their role, and that align to the priorities that the team requires to facilitate the business goals - this week, this quarter, this year, and through to the long term vision.
Coach + Train - A clear business operating model such as EOS or Scaling Up, and 2 highly effective meetings to coordinate it is necessary, but not sufficient, to enable success. The world does not stand still, so you need to add an appropriate balance of training, coaching, and mentoring, at all levels from front line staff to senior executives and owner, to develop the people. Increasingly the AI models being adopted to supplement the people also need coaching and training to enable them to deliver value appropriately aligned to the business and people.
We view EOS as being like a black and white photo. It's a brilliant way of distilling the core elements needed for business success, whatever success means to you - big or small - vision, people, data, process, issues, and traction. In the same way that a black and white photo has the core elements of subject, composition, lighting, and exposure settings. But it doesn't have everything you need to make a successful business. Some people love the clarity of a black and white photo, whilst others find it boring.
For example, EOS doesn't tell you how to do sales and marketing , or how to set up pay and remuneration scheme, nor how to actually do your core business offering. Those, and many other things, are for you to decide. For example - we say "EOS doesn't tell you how to do sales and marketing". What EOS does is guide that you must be clear in your vision on who your target market is, and your value to your ideal customers, but it leaves it to you to learn how to, or find specialists to, to turn that sales and marketing vision into action).
We coaching the team leaders, and encourage the team leaders to coach their staff with appropriate leadership and management. We tend to recommend Vistage for coaching and training owners, and appropriate books or training courses for staff. Coaching and training can be expensive, but any of them can truly multiply the value of each member of staff, leaders, managers, and owner.
BSA + MLA - Branding & Sales Activation + Market Leadership Alignment.
Branding & Sales Activation: Running on EOS or another management framework ensures that a business defines clearly the basics of its marketing strategy - including the target market, what summarises why the business is unique in its market, and a proven process for delivering value to customers. However to truly achieve it's full potential, a business needs to communicate that to the market and to customers. EOS doesn't try to define how to do that, it leaves that to each individual business and industry. EOS also says that you should have someone accountable for the marketing & sales perspective of the business. I have found that, amongst others, the Vistage presenters Grant Leboff (Sticky Marketing and the difference between brand building and sales activation) and Bruce McKinnon (The Brand Arrow), along with Haydn Rowe and the Results Corporation give great principles.
Market Leadership Alignment: From the Visionary and Integrator, and throughout the Marketing, Sales, Operations, and Finance leadership team, everyone should be aligned on whether the business’s top ONE priority for market dominance in the chosen niche is by leading on Product Leadership, Operational Excellence, or Customer Intimacy, and ensure that everyone in the business is aligned to that ONE top priority, with enough capacity to be fast follower on the other two.
You can read more about these from: Roger Harrop – Staying in the Helicopter, HBR - https://hbr.org/1993/01/customer-intimacy-and-other-value-disciplines, https://getlucidity.com/strategy-resources/guide-to-the-value-disciplines-model/, and from understanding some of the principles of the Blue Ocean Strategy without having to adopt it.
Technology is an enabler, a multiplier. But on its own, if not aligned to the business, it is just a cost. Technology is integral to modern information management and communication, bot of which are integral to modern business. Therefore although ICT used to sound like a dumbed down version of IT for GCSEs, we feel that ICT is the right term - Information and Communication Technology. To ensure that the cost of ICT is not wasted, it's important to align the team, the systems, and the business. It's all about your team. We help you and your people follow the formula. To give you the best chance to achieve your goals and success. Through this formula, you and we will be clear where you are now, where you want to go, and have the ICT team and systems to support you successfully getting there.
If you don't have an existing Business Operating System in use, we therefore recommend the formula is:
(EOS + 3HEM + VI) x (Coach + Train) x (BSA + MLA)
x Technology
If you choose us as a fractional or interim Integrator to lead and manage your team, we will therefore bring our framework and toolbox:
