Working on the VERY BIG Problem
Do you have a starting point for your strategic plans? A very short post today, but I wanted to capture some thoughts on a meeting I was in this weekend. It was the presentation of a long-term plan. When it came to the rationale for the strategic plan, it started with “what are the really big problems in the world?” and then moved on to “what unique contributions can we make to that really big problem?”
I don’t think every person or every business will be in a position to solve the world’s big problems by themselves. But I think that’s where the strategic thought process should start. What do you see as the really big problems in the world, in your community, or in your industry? What do you think you can contribute to that very big problem? And what are your next steps to move in that direction?
That might not be a complete strategic planning process, but then again it just might be. Every organization needs some direction. What compass will you be using? I like the very big problem compass.
Interesting. At Eisbrenner PR we often look at strategy from the point of view of “what are the biggest problems for a specific company,” and what can we do to help them solve those problems. Perhaps this is too narrow and a larger perspective would provide additional insights. That said, often times a company’s challenges come from outside sources.
Sometimes a very big problem might seem overwhelming, but certainly encourages you to dive in head first. I like it.
Interesting. At Eisbrenner PR we often look at strategy from the point of view of “what are the biggest problems for a specific company,” and what can we do to help them solve those problems. Perhaps this is too narrow and a larger perspective would provide additional insights. That said, often times a company’s challenges come from outside sources.
Sometimes a very big problem might seem overwhelming, but certainly encourages you to dive in head first. I like it.
Interesting. At Eisbrenner PR we often look at strategy from the point of view of “what are the biggest problems for a specific company,” and what can we do to help them solve those problems. Perhaps this is too narrow and a larger perspective would provide additional insights. That said, often times a company’s challenges come from outside sources.
Sometimes a very big problem might seem overwhelming, but certainly encourages you to dive in head first. I like it.
Thanks Shelly. I think starting with the “biggest problems for a company” tends to lead the conversation towards ‘what don’t we have?’ thought process. I think if you start with the big problem, it leads you more towards ‘what can we offer?’ The company might not be able to solve the problems on their own, but they can contribute to it.
Jamie
Thanks Shelly. I think starting with the “biggest problems for a company” tends to lead the conversation towards ‘what don’t we have?’ thought process. I think if you start with the big problem, it leads you more towards ‘what can we offer?’ The company might not be able to solve the problems on their own, but they can contribute to it.
Jamie
Thanks Shelly. I think starting with the “biggest problems for a company” tends to lead the conversation towards ‘what don’t we have?’ thought process. I think if you start with the big problem, it leads you more towards ‘what can we offer?’ The company might not be able to solve the problems on their own, but they can contribute to it.
Jamie
Big problems get solved and remain solved by deep commitments to and continuous practice of trust and respect. Whether it’s a government, community, business, or personal relationship – trust and respect or lack thereof are the human principals that guide us toward solving big problems or make the problem a living hell.
Our business recruits lean savvy transformation leaders. We’ve operated in this niche since 1995. For the last six years, we’ve worked on a retained basis which means, we take money up front from the customer to perform a talent search. A company traditionally enters into a retained search relationship for Board, C-level, and occasionally Director level talent needs. Our firm is unique in the retained space because we are retained for all the above, plus mid-management and even professional levels. A company’s trust and respect drive our business distinction.
All may sound like self-promotion. It’s not. Two years ago, we were close to engaging multiple talent searches with a large company headquartered in Europe. This was a lucrative deal. We walked away from it. Why?
The company said they wanted to be a lean company. Made many textbook lean claims. After visiting, we saw three problems that suggested otherwise:
1. There was no trust or respect between the operations and HR groups
2. The company didn’t respect the talent they did have
3. It became obvious the company didn’t trust recruiting firms.
Money means nothing to our business unless trust and respect is mutually recognized and practiced. Another recruiting firm took the searches.
This experience confirmed for us that our instincts and principals are sound. It also started our journey to solving a much bigger problem than filling a few lean leadership jobs.
As we started to dissect our reasons for walking away, we began to see much bigger problems with our industry business model. We started working on a solution.
Fast forward, we’re privately launching a new business model this month – two years and 3 days since we began working on the solution. The idea for our new model came from listening to this potential customer, but in a different way most lean text tells us to. The customer isn’t always right. Neither are we.
We believe this model begins to solve large, hidden trust and respect problems beginning with those stated above. Our new model also challenges the recruitment agency search model in a way it has not been challenged previously.
As Jaime mentions, this isn’t the type of problem we’re going to solve by ourselves by lowering our fees, increasing our guarantee periods, or applying other smoke and mirrors marketing tactics. Solving this big problem requires customer and supplier working collaboratively together by honest examination of the problem, building new trust relationships, and working in a new way to enlarge the Toyota Way Respect for People Principal. Having worked with over 250 company HR departments and lean leadership teams – we feel we have valuable insights to offer our established and new customers.
Ironically, the opposition we expect will surface from our own industry. After working through this problem for the last two years, we’re ready this opposition.
Lean progress doesn’t happen overnight. But it does happen if those that want it have the courage to go to any lengths to change – even if such change, changes the business model we’ve operated in for the last 15 years.
Our solution won’t eliminate world hunger or bring about global peace. But trust and respect practiced by those who can directly influence it, will. Always a good place to start.
Jim Baran
Owner, Value Stream Leadership
Twitter: LEANVSL
Big problems get solved and remain solved by deep commitments to and continuous practice of trust and respect. Whether it’s a government, community, business, or personal relationship – trust and respect or lack thereof are the human principals that guide us toward solving big problems or make the problem a living hell.
Our business recruits lean savvy transformation leaders. We’ve operated in this niche since 1995. For the last six years, we’ve worked on a retained basis which means, we take money up front from the customer to perform a talent search. A company traditionally enters into a retained search relationship for Board, C-level, and occasionally Director level talent needs. Our firm is unique in the retained space because we are retained for all the above, plus mid-management and even professional levels. A company’s trust and respect drive our business distinction.
All may sound like self-promotion. It’s not. Two years ago, we were close to engaging multiple talent searches with a large company headquartered in Europe. This was a lucrative deal. We walked away from it. Why?
The company said they wanted to be a lean company. Made many textbook lean claims. After visiting, we saw three problems that suggested otherwise:
1. There was no trust or respect between the operations and HR groups
2. The company didn’t respect the talent they did have
3. It became obvious the company didn’t trust recruiting firms.
Money means nothing to our business unless trust and respect is mutually recognized and practiced. Another recruiting firm took the searches.
This experience confirmed for us that our instincts and principals are sound. It also started our journey to solving a much bigger problem than filling a few lean leadership jobs.
As we started to dissect our reasons for walking away, we began to see much bigger problems with our industry business model. We started working on a solution.
Fast forward, we’re privately launching a new business model this month – two years and 3 days since we began working on the solution. The idea for our new model came from listening to this potential customer, but in a different way most lean text tells us to. The customer isn’t always right. Neither are we.
We believe this model begins to solve large, hidden trust and respect problems beginning with those stated above. Our new model also challenges the recruitment agency search model in a way it has not been challenged previously.
As Jaime mentions, this isn’t the type of problem we’re going to solve by ourselves by lowering our fees, increasing our guarantee periods, or applying other smoke and mirrors marketing tactics. Solving this big problem requires customer and supplier working collaboratively together by honest examination of the problem, building new trust relationships, and working in a new way to enlarge the Toyota Way Respect for People Principal. Having worked with over 250 company HR departments and lean leadership teams – we feel we have valuable insights to offer our established and new customers.
Ironically, the opposition we expect will surface from our own industry. After working through this problem for the last two years, we’re ready this opposition.
Lean progress doesn’t happen overnight. But it does happen if those that want it have the courage to go to any lengths to change – even if such change, changes the business model we’ve operated in for the last 15 years.
Our solution won’t eliminate world hunger or bring about global peace. But trust and respect practiced by those who can directly influence it, will. Always a good place to start.
Jim Baran
Owner, Value Stream Leadership
Twitter: LEANVSL
Big problems get solved and remain solved by deep commitments to and continuous practice of trust and respect. Whether it’s a government, community, business, or personal relationship – trust and respect or lack thereof are the human principals that guide us toward solving big problems or make the problem a living hell.
Our business recruits lean savvy transformation leaders. We’ve operated in this niche since 1995. For the last six years, we’ve worked on a retained basis which means, we take money up front from the customer to perform a talent search. A company traditionally enters into a retained search relationship for Board, C-level, and occasionally Director level talent needs. Our firm is unique in the retained space because we are retained for all the above, plus mid-management and even professional levels. A company’s trust and respect drive our business distinction.
All may sound like self-promotion. It’s not. Two years ago, we were close to engaging multiple talent searches with a large company headquartered in Europe. This was a lucrative deal. We walked away from it. Why?
The company said they wanted to be a lean company. Made many textbook lean claims. After visiting, we saw three problems that suggested otherwise:
1. There was no trust or respect between the operations and HR groups
2. The company didn’t respect the talent they did have
3. It became obvious the company didn’t trust recruiting firms.
Money means nothing to our business unless trust and respect is mutually recognized and practiced. Another recruiting firm took the searches.
This experience confirmed for us that our instincts and principals are sound. It also started our journey to solving a much bigger problem than filling a few lean leadership jobs.
As we started to dissect our reasons for walking away, we began to see much bigger problems with our industry business model. We started working on a solution.
Fast forward, we’re privately launching a new business model this month – two years and 3 days since we began working on the solution. The idea for our new model came from listening to this potential customer, but in a different way most lean text tells us to. The customer isn’t always right. Neither are we.
We believe this model begins to solve large, hidden trust and respect problems beginning with those stated above. Our new model also challenges the recruitment agency search model in a way it has not been challenged previously.
As Jaime mentions, this isn’t the type of problem we’re going to solve by ourselves by lowering our fees, increasing our guarantee periods, or applying other smoke and mirrors marketing tactics. Solving this big problem requires customer and supplier working collaboratively together by honest examination of the problem, building new trust relationships, and working in a new way to enlarge the Toyota Way Respect for People Principal. Having worked with over 250 company HR departments and lean leadership teams – we feel we have valuable insights to offer our established and new customers.
Ironically, the opposition we expect will surface from our own industry. After working through this problem for the last two years, we’re ready this opposition.
Lean progress doesn’t happen overnight. But it does happen if those that want it have the courage to go to any lengths to change – even if such change, changes the business model we’ve operated in for the last 15 years.
Our solution won’t eliminate world hunger or bring about global peace. But trust and respect practiced by those who can directly influence it, will. Always a good place to start.
Jim Baran
Owner, Value Stream Leadership
Twitter: LEANVSL