Behind the Scenes at Global-Roam

Noticed this post from Shirlaws echoed through my Twitter account this evening, and it gave me pause for reflection on how far we’ve come in the 18+ months since Shirlaws first started helping us.

It’s a bit of a case of “half full, and half empty” in that we’ve come a long way – but still have so much further to go.

The Shirlaws post is pretty short, but does list the “7 Asset” framework that they use to describe the value of an enterprise.

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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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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.  This post provides more details under the first heading.

As part of the navel-gazing we have been doing recently (to coincide with our 10th birthday, which is rapidly approaching) we have been contemplating this question.  For us, there are plenty of opportunities (some mutually exclusive – at least for a company our size).

Being New Year’s Day, I thought it would be of interest to you to post a few comments about where our bus is headed into the future. Call this our very own New Year’s resolution.

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This is to follow Adam’s post on the Scott Ginsberg seminar, and specifically to follow Adam’s post with some more specific thoughts about what it means to us.

The post was initially made restricted, but I have now shifted some of the more confidential comments to a “part2” restricted post here….

1)  Be Remarkable

(in the truest sense of the word) – as in, present yourself in such a way that other people want to talk about you.

One of Scott’s most telling points (and he had stolen this from others) is that:
1)  If we talk about ourselves, the listener (naturally) assumes it is marketing, and is inclined to switch off.
2)  However, if other people talk about us, then this provides our name/brand some instant credibility, in the listener’s mind.  The extension of this is that the amount of credibility we gain is proportional to the listener’s view of the person talking about us. read more »

Shane has been lightning-quick and beaten me to the punch (as it were) with his take on the seminar we both attended on Wednesday (29th) this week.

On the day I took 4 pages of notes (and not a doodle in sight) so I thought it might be of interest, to you, for me to waffle on a little, as well – even just to cure your insomnia.

Until they take it down, the IIB has a page on their website that explains a little about the seminar – which was focused around “Building a Resilient Company”.

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No, we’re not dead.  We’re doing decidedly better (even) than an “ex-parrot” nailed to the perch.

1)  Where we are doing well

In fact, just last week the guys in the office put together a document listing a large number of things we have going for us, or are doing right.  Here’s my short summary of what they said:

(A) Business Vision

There was universal agreement that the underlying vision for the business was sound (after all, most employees, and even a few ex-employees, have invested in the company in Round 3 or Round 2).

It was also reiterated that our chosen business model was also one of our advantages.

We are also not afraid to pause for introspection, such as discussed here.

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