SWOT analyses: Complex “heart” surgery can’t take months


It doesn’t matter whether it is a business YOU have built from scratch over many years; if it is a business turnaround; introducing Enterprise Risk Management; Corporate Process Management; Operational review, etc. getting to the heart of a complex business is a notoriously slow, painful and potentially costly process.

Financial data will provide little, as it is probably the reason why an exercise is being undertaken!

Qualitative feedback comes with a “tainted” perspective – whether top down or bottom-up – and can say more about the scale of the problem than it does about its nature.

Silos can be difficult to “get inside” or break down.

Buy-in is a whole different ball-game!!!

CHANGE MANAGEMENT ain’t easy and “time is money” that, often, can be ill-afforded.

One sure-fire way of getting insight, that is otherwise unavailable and provides an objective [100% quantitative] is a Complexity Analysis from Ontonix.

SO, if someone tells you “all I want is the best for the business” and that they, their role or their division “…are part of the solution, not the problem” you can test that out by mapping the interdependencies, strengths and weaknesses within the organisation.

Once you measure the health of the system you have a basis for sound, verifiable, decisions that are geared to maintaining, managing or improving the health of the business for its stakeholders.

WITHOUT measurement the complexity of the organisation may be compounded by that of the task: rendering projected timescales, improvements, savings and meaningful (sustainable) change, ineffective OR able, only to be assessed in terms of random outcomes…pot luck!

Good luck with that!

However, if you want to eliminate as much of the uncertainty and risk from these processes as is possible, I would be happy to hear from you. The Ontonix technology is unique: rigorously tested; reliable; effective; quantifiable; verifiable and, depending upon the size of the task, considerably cheaper that deploying a competent person.

Quantitative SWOT analysis Most people in business will have had, at least, a “brush” with an analysis of: STRENGTHS; WEAKNESSES; OPPORTUNITIES; THREATS (SWOT). Done properly, it can be a very useful tool. It can bring focus to key issues for the business to consider, can contribute much to strategic planning, change management and, even, negotiations…EVEN THOUGH, WHEN CARRIED OUT IN-HOUSE, IT IS SUBJECTIVE AND QUALITATIVE! Imagine how POWERFUL it would be if it was: OBJ … Read More

via Get “fit for randomness” [with Ontonix UK]

Quantitative SWOT analysis


Most people in business will have had, at least, a “brush” with an analysis of: STRENGTHS; WEAKNESSES; OPPORTUNITIES; THREATS (SWOT).

Done properly, it can be a very useful tool. It can bring focus to key issues for the business to consider, can contribute much to strategic planning, change management and, even, negotiations…EVEN THOUGH IT IS SUBJECTIVE AND FAILS TO TAKE ACCOUNT OF THE CURRENT ‘HEALTH’ OF THE BUSINESS SYSTEM!

Imagine how POWERFUL it would be if it was: OBJECTIVE; QUANTITATIVE; MEASURABLE; VERIFIABLE and so much more…. Read more of this post

Creating sustainable competitive advantage


Creating sustainable competitive advantage. Realistically, IF you are involved in the provision of any form of ongoing customer service, the most important element is to deliver consistency.

So, what to do?

  • You can own something that’s hard to copy (like real estate).
  • You can race down the pricing and scale curve, so it’s cheaper for you to do what you do because you have a head start.
  • You can create switching costs, so that the hassle and cost of moving to a cheaper competitor is so great, it’s just not worth it.
  • You can build a network (which can take many forms–natural monopolies are organizations where the market is better off when there’s only one of you).
  • You can build a brand (shorthand for relationships, beliefs, trust, permission and word of mouth).
  • You can create a constantly innovating organization where extraordinary employees thrive

Securing and maintaining “competitive advantage” is reliant upon the ability of the component parts to continue to perform/deliver beyond the period of, for example, an initial marketing campaign.

Insurance Brokers: Read the signs and act…or risk being left behind!


Extracts taken from the June 2009 edition

OK, so YOU know where you want the business to go and, hopefully, have a clear idea of HOW to get there but that is only the start of the process.

Even in large organisations, the latter is not necessarily true! Many brokers who have started down this path have realised very early on that quantifying how success will look is easy. Plotting a course can be relatively straightforward too. Identifying and developing the opportunities should not be difficult for experienced brokers. From my own experience, that is where the trouble starts… Read more of this post