Entreprism Three perspectives, one focus

Teams: Do we have the right people on the project? Does each one of them know what to do? Are they committed to do deliver?

Means: Do they have the right tools? Does the company expense rate support the time frames? What if it takes longer? What if it’s hugely successful, will it scale fast enough before the clients get frusrated?

Messaging: Is it the right product for the target market? Will the target market recognize its value? Is it priced right?

Is it Done yet? Is it Done yet?

How do you create a successful business?  What steps does a CEO take with a product idea to build a profitable company?  It starts with the Will to Create.  Sometimes the vision of a solution to a problem inspires the Will to Create and sometimes the other way around.  But it is that Will that is the essential starting point.  Many great ideas pass quietly away, unnoticed, without the force of an entrepreneur’s will to propel it into reality.  There’s a reason for the cliché “where there’s a will there’s a way”.  I will even go as far to say that an entrepreneur without an overwhelming force of Will, isn’t.  The category “successful entrepreneur” is self-selecting.  Will manifests by constantly and energetically dogging the question “Is it done yet?”  From there success depends on what you mean by “it” and “done”!

Will is reinforced by success.  Picking the right battles—the Best Next Move—at each step of the way.  It’s necessary not only to keep a business afloat, but to strengthen its life-force.  And there are a lot of battles that must be won.  I’ve asked several successful CEOs to put a number to the “things” that have to be right for a business to thrive: somewhere between 7 and 15.  Maybe those things could be mapped to the top tiers of an org chart:  Sales, Marketing, Operations, Finance, Human Resources, Product Development, Client Support.  Somehow that seems non-responsive, though, right?  It’s like saying you have to get “everything” right.   You can’t keep a clear vision of success cylcling through “Is Sales done yet?”, “Is Operations done yet?”, “Is Finance done yet?” …

A CEO is challenged to excel in identifying the Best Next Move in three areas:  Teams, Means, and Messaging.  The knowledge base and skill sets for those three areas are very different.  But wait!  No mention of Product?  Products are exactly that:  a Product of Teams, Means, and Messaging and all the knowledge and coordinated efforts spent in those are three key areas.  So, is “it” done yet?  “It” is the Product.  That keeps you focused.  But “done”?   This is a process and Products only launch from time to time—so the answer will be “no” almost every time you ask.  The criteria for determining “done” is articulated and measured in three languages: Teams, Means, and Messaging.