December 16, 2014
by Bob Meyer, Editor of BarterNews
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We wish you all a joyous Holiday Season and a wondrous 2015!
There will be no Tuesday Report on
December 23, 2014.
From the desk of Bob Meyer...
back issues of "From the Desk..." can be accessed by
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See you next week...)
NATE 4TH QUARTER SPECIAL
Up Your Trade Exchange -
Enjoy The Holiday Season While
Engaging In New Year Strategies
Every executive and
manager needs time to plan for the New Year. So make arrangements
for hosting a retreat to prepare for the upcoming year.
Advertising & Promotions:
Get a head-start on
your comprehensive media campaign for the new year. You may opt to
pre-pay for your 2006 advertising and promotions, and expense it out
in the present tax year.
Whether it is roof repair, office
expansion, new equipment, or items for the warehouse, these costly
expenditures are necessary for business growth.
Barter may be the solution to conserving your cash while
improving your facility. You may also opt to pre-pay service
contracts for 2006. (For more information on profitable year-end
barter strategies contact your trade broker.)
BarterNews.com — World's Largest
Hundreds of valuable articles,
techniques, and strategies are found in the following various barter
Offset & Countertrade,
Restaurant & Entertainment
Categories are found on the horizontal bar at the top - 3rd
button from right.)
Money-Making Reports Available From BarterNews
Why Business Leaders Need A Special
Mindset To Successfully Grow
(For many top-level business leaders, business growth is a gamble
they aren't sure how to approach. Professors Ed Hess and Jeanne
Liedtka provide insight on how to think differently about this
essential aspect of running a business.)
book, Hess and Liedtka present more than 17 years' worth of research
on how successful new growth actually happens in organizations. The
Physics of Business Growth helps readers understand how to create
growth in today’s business environment, providing them a roadmap and
a set of practical tools to navigate its challenges.
Readers learn to create the right mindsets and an enabling internal
system that aligns culture, structure, leadership behaviors,
measurements and rewards, to drive the right growth behaviors. Just
as importantly, they set forth proven growth opportunity
identification, experimentation, and portfolio design processes.
It's a quick and easy read by design, created for busy C-level
executives to use as a how-to guide as they seek to infuse their
organizations with an entrepreneurial spirit — "a small
company soul in a large company body" — with a focus on
The first thing top-level leaders need to understand about
growth, notes Hess and Liedtka, is that the only certainty about
growth is its uncertainty. Growth takes people into unchartered
waters, and the processes used for daily operational excellence do
not work. Likewise, the management mindset to eliminate variance and
to strive for standardization is counterproductive to growth and
"Venture capitalists seem to be the most comfortable taking on
the gambler mentality needed to grow successfully," says Hess. "They
understand that the force at play here is uncertainty. They see
themselves as managing portfolios of growth opportunities. They also
know that their ability to predict at the early stages which of two
ventures will succeed is poor. They do not attribute this to their
personal failings; instead, they recognize that the inability to
predict is a property of the uncertainty surrounding any new
"Like professional gamblers, they develop a set of practices
that acknowledge this reality," he adds. "They bet heavily on the
individual leader of a new business and look for people with
experience; they try to keep their bets small and affordable until
they have better data; and they develop approaches that help them
get in and out of new ventures intelligently and swiftly. Their
goal, in other words, is to either succeed or to fail — in a
fast and cheap manner."
Hess points out a few important factors about the growth gamble
to keep in mind:
Growth, and particularly
innovation, is a probability game.
organizations pursue growth, their mindsets are often completely out
of sync with the reality that guides professional gamblers and VCs.
Chances are that these organizations expect ten out of ten projects
not only to win — but to win big. They demand that their
managers and employees produce growth, inadvertently thwart their
attempts, and uphold a system in which pulling the plug on a failed
growth opportunity is a career-threatening act.
reality is," explains Hess, "that 100 growth experiments may produce
10 viable growth initiatives worth investing in. Growth is an
iterative learning process characterized by detours, zigzags, and
Growth is a learning process.
Good growth companies understand the realities of growth. Growth
requires the right mindset — a learning mindset — and
the right processes designed to make small bets, learn critical
information quickly, and then assess next steps.
that process Learning Launches," says Hess. "Not only is the right
learning mindset needed, but also the right attitude is needed
individually and organizationally about failure. By definition, you
will make mistakes and have failures. Remember, so long as you make
small bets and use the right rigorous process, there is no real
failure so long as you are learning."
Growth can be
messy and inefficient.
Most companies can't stomach the
uncertainty that comes with growth. It violates their dominant
no-variance operational mindset. Well, guess what — growth and
innovation are high-variance processes by their nature. If you do
not accept that fact, then your growth initiatives will be limited
to small incremental improvements, which at some point will not
produce enough growth to keep your supporters happy.
"Operational excellence strives for 99-percent defect-free
performance," says Hess. "Contrast this to growth experimentation
that can result in failure rates of 90-percent. In operational
excellence environments, managers are rewarded for stamping out
variance. Yet, in growth environments, variance is the norm."
"Don’t be afraid to step up to the challenge," says Hess. "Having a
growth mindset, using the right growth experimentation process, and
having a culture that understands that managing both growth and
innovation initiatives is different from managing daily operations."
(Edward D. Hess is professor of business administration and
Batten Executive-in-Residence at the Darden Graduate School of
Business, University of Virginia. He is the author of ten books,
over 60 cases, and over 60 articles. His work has appeared in over
200 media outlets around the world.
Liedtka is the United Technologies Corporation's Professor of
Business Administration at the Darden Graduate School of Business
and former strategy consultant at Boston Consulting Group. She is
the author of two recent books, and a leading expert on the use of
design thinking tools to create growth strategies and
Is Your Trade Exchange Missing Out On
Valuable New Business?
your barter company's listing on BarterNews.com isn't current, you
are definitely missing out on new business. The web site
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Section" of our site. They use the latter to find barter
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Is your barter company's listing up-to-date?
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Here's how to get on board:
make changes to your listing
How To Get More Sales In
Our street-smart restaurant
marketing report shows proven ways to rapidly boost your
restaurant's sales & profits.
The Growth and Use of Secondary
Capital (New Money) Creates Unprecedented Wealth In Today's New Age
There are many forms of secondary
capital — which can be defined as any financial instrument that
measures and communicates value in a common language. Would you like
to see and learn more about the many forms of secondary capital?
We have 70 free, informative and
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Check it out...
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