Behind the Scenes at Global-Roam

This may be the first time you have read an article posted on our “Behind the Scenes” blog – or you might be a regular reader.

Whatever is the case for you, you will have formed some kind of impression about our company, and the type of B2B software services we provide.

As such, we’d like you to tell us what you think of us, as this will help us to continue to develop and enhance the services we provide – now into our 2nd decade of service.

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The following is Scott Berkun’s view of what needs to come together to make up a good vision.  These points have been taken from (p74-75) his book “Making things Happen”, which has been separately reviewed.

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This is the 7th draft. I am adopting an iterative approach to this post, utilising feedback (both internally and externally) in order that I can improve how I communicate this Vision such that it is clear and compelling. Hence, if this draft is not either, then please let me know!

Clarification

By “Vision” I am taking a looser interpretation of the word – others might interpret the following (and the associated pages all marked as “Vision”) as part of all of these:

Vision, Strategy, Goals, Objectives, etc

I have bundled all of these concepts under the broader label “where this bus is headed”, which I have adopted from the book “Good to Great”.  I recognise that some of the linked pages are perhaps more like “how we’re going to get where we are headed”.

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I posted, early in January, about where our bus is headed (you might refer to this as our Vision).  I have progressively refined this, since then, to improve the clarity of this core message.

For those who are interested, I have also started posting more details about some aspects of this Vision – as falling under any of these core headings.  Posts that have preceded this one are:
1)  I posted about my vision for growing clients (and revenues) 20x.
2)  I also posted about how we’d deliver this growth in clients with only a 3-4x growth in employee numbers.

It does not take a rocket surgeon to realise that we become much smarter if we are to achieve these growth targets.  Specifically we need to:
1)  do more of the right  things;
2)  do the right things more efficiently and effectively, and
3)  stop doing the wrong things.

Our Systems, Process and Culture will be the keys to getting us there…

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I posted on the main page that we will make the electricity market understandable, across many different locations around the world.

Here are some further details about what we will be like in reaching that “Big Hairy Audacious Goal” (BHAG).

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I posted, early in January, about where our bus is headed (you might refer to this as our Vision).  I have progressively refined this, since then, to improve the clarity of this core message.

For those who are interested, I have also started posting more details about some aspects of this Vision – as falling under any of these core headings.  Posts that have preceded this one are:
1)  I posted about my vision for growing clients (and revenues) 20x.

A key prerequisite for this to happen is that our team of employees also grows (in numbers – but more importantly in competency).

Based on the experience we have gained in the past 10 years, we think that our growth in client numbers can be achieved with an increase in staff numbers of only about 3-4x our current levels.

In “Good to Great”, Jim Collins calls this “getting the right people on the bus” … and then “into the right seats”.

We have some work to do in the next couple of years in this respect, as follows:

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Post updated on 1st February 2010 to clarify the primary KPI.

This post is designed to provide an overview of what is required.  Note that (if you are successful in your application) I would expect that you would be proactive in working with me to flesh out the details of this position, in terms of specific deliverables and dates!

I have spoken with a number of people (online and offline) over the course of the past few months, since I determined that we needed to hire you.

It seems that no job title that could encapsulate this role is universally understood.  For this reason, you will be known as our:

General Manager for Discerning, Developing and Delivering what the Customer Wants

Bit of a mouthful, I know, but all three aspects of the role are important.

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This post is an incomplete work-in-progress (current issue posted on 4th January).  Check back later for updates! read more »