I most recently blogged about my key takeaways from the Sales 3.0 Conference in Vegas. (If you missed it, check it out here.) The theme of the conference centered around the digital age and how corporations must begin preparing themselves now to adjust and adopt digital strategies within their operational as well as sales infrastructure.
While I’m not necessarily an early-adopter of the latest technologies, I do get pretty excited about leveraging technology to systematize business processes, nurture relationships and stand out from crowded marketing ploys.
Needless to say, I was pretty stoked at the conference and felt like a kid in a candy store being able to explore new possibilities and learning about new platforms and developments. However, when I began to map out implementation of new strategies with the businesses I work with- for some I was ecstatic, but for others I began to worry– how was I going to gain the buy-in to initiate change?
In the world of business, we all know the disaster stories of organizations that took too long to respond to changes in the marketplace and missed the writing on the wall. (Shall we say, Blockbuster, for instance?)
I’ve worked with nimble organizations that are able to swiftly respond to change, establish strategic frameworks and massively execute…and I’ve worked with organizations who seem to find every reason to justify remaining stagnant. Each and every time, the difference has boiled down to company culture.
One of my favorite books, Blue Ocean Strategy, says it best- “the most fundamental basis of action is trust, commitment and voluntary cooperation of people deep in an organization. Commitment and trust are not merely attitudes or behaviors. They are intangible capital.”
As you consider accelerating growth and scaling your firm, take the time to assess your intangible capital. When you consider those who will be tasked with the execution of your strategic plan, do you have their commitment, trust and voluntary cooperation? Will they buy-in and embrace the goal on their own accord outside of compulsory execution?
“Intangible capital allows companies to stand apart in the speed, quality and consistency of their execution and to implement strategic shifts fast at low cost.”
As it goes in personal development, so it goes in business- your greatest obstacles are not outside of you. They are not your competitors, it’s not the marketplace. Rather, your greatest barriers exist within your organization- within your company culture, infrastructure and framework.
Is your firm rooted in the intangible capital necessary to be able to pivot and call strategy “audibles” with speed, quality, consistency and at low cost, as the market evolves?
Let’s do better business!