Get The Answers: Document successes well and remember to share them

Simon O'Shaughnessy. Photo / Supplied

Simplification - not elaborate constructs - is the key, writes Simon O'Shaughnessy, chairman of The Executive Connection.

Some businesses seem effortlessly well run. Their staff are motivated because they know their company has a plan and a strategy. Their customers feel as though they are being listened to and looked after. But though it may look easy, it hasn't been effortless.

On a regular basis, the company management meets to make sure everyone is on track and knows what they should be doing. Successes are well documented, lessons are learned and communicated throughout the company. This is no fluke.

How can I implement business excellence in my small to medium-sized business to ensure that my business is world class?

The only way you can implement business success is through simplification. You need to have a simple, clear plan that works. So often business confuses itself with elaborate constructs that are not "living" and non-changeable. It doesn't work.

Ask yourself the question, can you put your business down on one page and will everyone understand it? Unless your shareholders can see that your plan and operational model are relevant, identifies their job and allows for clear key performance indicators (KPIs) that are relevant, I think you should look again.

It is surprising that once you simplify, which does need great work to achieve, then results not only happen, but you know they are happening. And measurable success creates more success. Simplify.

What are some simple steps I can take this week to make a positive difference? How quickly can we see results?

To make a positive difference on your business, it is essential to focus on the actions in your business plan that will ensure you get the wins in the most important areas.

You need to look at the key areas of your business, and if you and your team clearly understand the importance of the key areas, you can work as a team to ensure success.

I also suggest you go for some "quick wins" to build up momentum - choose a small area that is within your operational plan, bring it to your business group and ask the question 'how can you make this work, or be better?'.

Additionally, plan what to do, action it, and ask the question: "Did that work?"

If it did work, you win - record it, write the process up and do the same process again.

What sorts of processes should I focus on for my strategic planning? How simple should they be?

Your strategic planning should be very simple. Most importantly, your underlying business vision should drive your plan, and you should be able to capture your plan on one page to ensure clarity and focus.

Firstly, you need to ask: 'What is your financial objective?'. This won't be a 'continue to ...' statement; it's going to be an objective that empowers change. Without the financial one you won't have a business, so that's at the top of your list and it should be clear.

Secondly, you need to identify your customer objectives that create the financial outcomes and deliver these objectives. These are going to be in your operational plans. What is important to remember here is that these objectives are the learning and growth areas without which you cannot grow your business.

It is critical that each objective needs a person to own the objective and clear KPIs so you know when it has been delivered 100 per cent.