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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Read this one late in 2010 – so this is a delayed post (delayed by a number of things, including the floods).

The Book	What we thought
“Strategic Intuition” by William Duggan	Worth a Read

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A delayed flight back from Sydney the other week was not all bad news, as it did give me a bit more time to catch up on some extra reading, and discussions with the colleagues with whom I shared the additional delay.

We might make an additional post later, on our discussions about the ways in which a customer service opportunity was wasted by that particular airline…

This post, however, is about this article “The Execution Trap” by Roger Martin in the July-August 2010 issue of the HBR.

It’s a good article (and I also appreciated the comments underneath).

Interestingly, this article was also copied into the September issue of AFR Boss.

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I first read this book about 10 years ago. Re-read recently it to refresh my memory of some of the core concepts expounded by the authors – as it is very topical for the company, where we are at presently, and with several important decisions to be made.

1)  Binary Review

This one is a pretty easy read, with good insights (and many anecdotes).

The Book	What we thought
“Positioning – the battle for your mind” by Al Ries & Jack Trout	Very topical for us

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Some time ago, Paul Klaptocz wrote this (restricted) review of a book “Four Steps to Epiphany”, written by Steve Blank.

Out of interest, I watched through this hour-long lecture by the author, given at Stanford - in which he summarises a range of guest lectures over the year.

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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 »