There is a tendency for new businesses to repeat old mistakes. We keep learning from acknowledged gurus, as well as from our own projects. At all times, we keep the most important lessons firmly in mind for our clients. We start by encouraging an informed consensus. If the information to take a decision is incomplete, we urge that gaps are quickly filled before agreement is sought. Also, decisions taken by an unconvincing majority rarely work out in practice, so we focus on the minority objections before re-posing the question.

We encourage clients to view their outputs from the customer’s perspective, by taking regular soundings and acting on recurring themes. It is wrong to assume that customers are fully satisfied, because they have yet to complain. We believe it is essential to keep an eye on the competition and markets, as comparative sector performance and benchmarking should inform decisions, back at base. Market shifts occur more quickly than in past cycles. What was profitable yesterday may be less (or more) so, tomorrow. Key audiences (staff, clients, trade partners, suppliers, funders and investors) are generally the source of useful and friendly feedback, preferably to be noted before major decisions are even considered. Cultivation of the closest relationships with all such groups will generally help, going forward.

When legislating for problems, we typically look for sustainable solutions first. One of our clients was able to dismantle an expensive ‘after sales’ department (set up to deal with multiple quality problems) after materially upgrading the standard of product leaving its own factory. This in turn transformed their entire business, measured in reputation, sales, profit and cash!

Timing can be a bone of contention for big decisions. While it is generally difficult to get this factor completely right, it remains extremely important to consider not just careful plans and changes, but the wider context and precise timing of the same.