The more numbers you have and less emotion, the more likely you are to succeed

The more numbers you have and less emotion, the more likely you are to succeed

change

Painful implementation of change

Lola RodriguezLola Rodriguez

The implementation of the strategy can be painful (if the vision is very far from the current state, it probably will be). And you have to be prepared for that.

We set a group of goals. Well here’s a billion in 2025, decomposed into areas of “at the expense of what.” If we are honest with ourselves (and this is a separate effort), it has become clear that this billion is:

  1. Other projects with different types of clients
  2. Performed with other technologies.
  3. Other expertise (sold for other money)
  4. Multiple times higher productivity (for the company as a whole)
  5. New quality of services
  6. New products and services

…And also, of course, a different management, different accounting… the entire back office needs to be shaken up to make it ready. In short – a billion in revenue, it’s just another Corada company. In which other projects are done by other people, managed by professional executives. I wouldn’t rule out a different CEO (professional, not me).

And if “New Products and Services” is something you have to come up with, invest time and money, then 1-5 items are the masthead right now. A base without which it’s impossible to grow even a little bit. You have to move on all of these axes (choosing 1 key direction for each period, and concentrating on it).

In order to realize all of this, it is necessary to change a lot inside from the beginning. And to change without stopping the technological process, doing projects, providing services, earning money.

Very briefly, we need to:

Standardize everything we do so that quality is constant (not below an acceptable level defined by us) regardless of RP and other team members, and it can be managed. And constantly improve that quality (as bequeathed to us by ISO9001:2015)

To learn to count a lot of leading indicators, and lagging (at least) too.

Significantly change the level of internal automation.

Change personnel policies. Change the people who don’t deliver results to people who deliver results. Either by training … or alas replacement.

All changes are painful. But changes in people are the most painful for me.

It’s very easy to say.
“You just have to calculate the effectiveness of people, if person A does not give the required result, and we are not ready to teach him, for example, half a year, or we do not know how to do it, we need to replace him with person B, who can give that result immediately.”

And it’s very difficult to accomplish that. So somewhere along the way to a billion, I will remain a strategist, an inspirer, and an ideologue, but I will not run Corada. It’s hard for me to break up with people, they become “Corada family” to me and all that. In general, I’m tired in the last month, here )

In general, I started writing this text, in order to come to the thesis that “If you set a big goal, but nothing around you have not changed – most likely you went nowhere, and you continue to do as before.

It’s not really about that, but it’s about that, too.