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July 2011 Edition   

Founder's Monthly Message

It is well understood that establishing a business starts with an idea; i.e. an initiative. Also, it goes without saying that to remain competitive, a business is required to continually introduce new initiatives.

For larger business entities, it is often easier to start new initiatives, invest time, energy and resources and even set them aside, if the initiatives would not produce the anticipated results.

On the contrary, for small and mid-size businesses, the issue of considering a business initiative is somehow different and more sensitive.

Specifically, small and mid-size businesses hardly have the luxury of getting the second chance, if a new business initiative either fails or would not produce the projected result. Furthermore, considering the overall cost associated with launching a new business initiative, the financial impact will be enormous, when the new initiative requires longer time span and more resources and human intelligence than anticipated.

Among small and mid-size businesses, often enough, it is also difficult for the key decision maker of a business to take time off from the daily important activities and strategize new initiatives, planning for and launching them. Additionally, more than often, even if the time, funds, resources and human intelligence are readily available in a small and mid-size business, the challenges always are revolving around what to do and where to start from. 

It is an inevitable fact that introducing new initiatives in a business is a complex process and may trigger the emergence of unforeseen risks. Furthermore, it is anticipated that a new initiative may throw a business off balance,
if not handled properly.

Yet, one issue is clear that
although a chicken and egg situation, one would need to appreciate the fact that despite all the odds, without new business initiatives a business would manage to merely maintain a flat growth rate or stay afloat. 

So, considering the overall value of maintaining the continuity of new initiatives specially among small and mid-size businesses, we need to openly discuss the following issues and address the them accordingly:

- With a business initiative, where would one start from?
- What must be done and would be needed?
- How would one evaluate the effectiveness and value of a business initiative for the business?

So, although providing detailed responses to specific cases would be postponed to a one-on-one business chat, in the meantime, I would sincerely hope that the contents of this issue provide you with the necessary insights for starting a new business initiative.

Rahmat Ushaksaraei

t: 416 - 275 - 5543
w: business support initiative

need to brainstorm your business issue with someone, who truly understands?!

As part of a mandate in supporting small and mid-size businesses, we are pleased to furnish the key decision maker(s) of a business with an opportunity for a fully subsidized, one-on-one, private and confidential business chat. Interested? click here

off-site business seminar versus an on-site one!

In an ever shifting global market, inevitably knowledge of existing business best practices is the key factor for the survival and growth of small and mid-size businesses.

Although in the age of information technology, internet has been a great resource, to date, it has not been an alternative for a concise information, which are offered in a focused and interactive business seminar and/or training.

Yet, considering the value of time for small and midsize businesses and specially their key decision makers, it makes it somehow impractical to sometimes travel across a city, sit in a room with strangers and interactively discuss very confidential and internal business matters.

Alternatively, if a business is furnished with an option for complimentary in-house business seminar and/or training for its key people, not only the business will gain the necessary knowledge without compromising the business confidentiality, but also time-wise it will only be investing what is actually necessary.

Now, as a key decision maker, are you in favour of On-Site or and Off-Site business seminar/training?

click here and let us know!

Business Initiative; where to start from and what to do?

Conceptualizing, designing and executing a Business Initiative starts from understanding its key underlying three-step phenomenon.

To perhaps simplify this subject, let's consider making a trip from origin "A" to destination "B". If we have the exact coordinates of the origin "A" and the destination "B", it would be somehow simple to define a road map between two points. In specific, we could plan for the entire trip, decide upon the cities that we need to go though
and the number of stops, which we have to make for filling up the tank and resting, and define alternate routes for avoiding the traffic. Generally, we would be able to foresee necessary steps including cost, time and resources with the lowest possible margin of error. Pictorially, following is the representative of such trip, where the green dots indicate the foreseen points that one either needs to go through, stop at and possibly change direction from:
Origin, Steps and Destination; The business roadmap
In this simple analogy, following issues are of much importance:

a- Origin "A" is well known
b- Destination "B" is known
c- Local green points and the related path are chosen dependent of "A" and "B"

The important point here is that selecting the shortest and the most secure and cost effective path starts from familiarity with the origin "A" and its relation to destination "B". In other words, unless two fundamental steps of "a" and "b" are well grasped, devising any  road map or deciding upon the green points will not be realistic. Furthermore, should the destination "B" and its proximity not to be known, it will be somehow more challenging to architect the suitable path and choose the green local points.

Now, expanding this model to a business and its initiatives:

i- Origin "A" represents the current status of the business
ii- Destination "B" represents the future status of the business, where the set goals are materialized
iii- Local green points represent the Business Initiatives, which are to be designed carefully in conjunction with the right path and direction for taking the business from its current state of being to its future one


Current Business Status, Business Initiative and Future Business Status
First Step: From this comparison, it is evident that before considering a business initiative, one needs to be absolutely certain regarding the current status of a business, evaluate its well being from CSA1 point of view and have a clear understanding regarding its People-Process-Information2 configuration. Without such clear understanding of the current issues and potentials of a business, even thinking about a business initiative is not advisable.

Second Step: Naturally, the second step is to have a clear vision of future status of the business. The future state of a business will be the desired outcome of any actions that are to be taken by the business between now and then. The degree of our understanding of the future status of a business determines and impacts the degree of precision in architecture of necessary business initiatives. Otherwise, not having a precise and clear vision of the future is synonymous with making a trip towards unknown destination. Once again, any realistic perception of the future status of a business is feasible, if the desired and future business CSA and People-Process-Information configurations are determined beforehand.

Third Step: If and only if the first and second steps are successfully completed and the results are realistic, defining the intermediate steps with single or multiple Business Initiatives will make sense. In this regard, depending on the degree of precision and relevance of the current and future statuses, the designed business initiatives will be relevant, realistic and applicable in ensuring success. Otherwise, any immature analysis of current and future statuses merely will be the cause of initiating costly and fruitless intermediate business activities.

Considering the importance of the first and second steps, we need to rely on a methodical process. In specific:

- We need to consider that the evaluation process is case dependent; i.e. there is no common answer that satisfies all possible businesses. Having said that, it is important to simultaneously realize that despite differences among businesses, the fundamentals of evaluation are common.
- We need an evaluation tool. Although there are thousands of tools of many shapes and natures in the market, we need something simple and suitable for small and mid-size businesses; my personal choice is the 
evaluator™. This pragmatic, unsurpassed and revolutionary 17-questions evaluation tool has been designed specifically for a key decision maker of small and mid-size businesses to be able to conduct a macro level CSA and People-Process-Information analysis of his/her business of any nature.
- We need a process map between current status of a business and its future one. At the early stages of this exercise, as many possible routes and opportunities are needed to be identified and considered without being judgmental about their final suitability. If conducted correctly, we will have a collection of all positive possibilities.
Based on the time-cost-quality criteria, we need to streamline the process map, trim the unnecessary branches and narrow it down to a lean process.
- If successful in the architecture of such lean process, which connects now to the future, then it will be the appropriate time for devising the nodes or the suitable business initiatives. These nodes are to permit us to follow the path of our road map and manoeuver and change direction, as necessary.
- Often omitted by many, gates are necessary to be incorporated for the entire process. These checkpoints are to trigger alarms, if we step away from the designed path or miss crossing the nodes.

All above sequential steps are inherent components of the Dynamic Requirement Planning (DRP)3 methodology, which is designed for assisting businesses of any size and nature in defining the necessary elements in their businesses.
So, how many business initiatives have you had so far for this year, what were the challenges and how successful were they? If in doubt, please do not hesitate to contact me directly for a direct, one-on-one, confidential and fully subsidized business chat. If successful, I would like to hear about your success stories.

1: The CSA business approach has been developed by Rahmat Ushaksaraei. All Rights Reserved.
2: People-Process-Information methodology has been developed by Rahmat Ushaksaraei. All Rights Reserved.
3: DRP methodology has been pioneered by Rahmat Ushaksaraei. All Rights Reserved.

About the author: Rahmat Ushaksaraei is an Accredited Associate of the Institute for Independent Business (IIB), Founder of GeBTL, Global executive Business & Trade Links, the only global top level executives' business platform, Founder of Bio Wood Pellet, representing the North American producers of the wood pellet in the global market, President of the accrete, The Business Excellence Realization , an author, presenter, Professional Engineer (P.Eng.), Project Management Professional (PMP), renowned expert in Concept, Project, Process, Quality and Communication Management,  business executive and leadership coach to large corporations, business mentor and advisor to small and mid-size businesses, pioneer of Diamond Total Management (DTM)business excellence model and Human Intelligence Management (HIM)and Human Emotion Realization (HER)methodologies and architect of the valuator™ and evaluator™ business evaluation tools for small and mid-size businesses. Rahmat Ushaksaraei may be reached at:

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People-Process-Information methodology has been developed by Rahmat Ushaksaraei - All Rights Reserved.
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