Hearing Dan Cable, author of Change to Strange, speak at a Young Presidents’ Organization program at London Business School, Browne wondered: 1. How can we expect our employees to be extraordinary and differentiate the company if we use the same hiring and onboarding methods as competitors? 2. What characteristics describe our ideal workforce that

If you figure roughly $100,000 revenue/employee for small firms and $250,000 revenue/employee for larger firms (yes, larger firms are more efficient on average); and you figure that one can lead seven to 10 others, you get some natural clusters: • One to three employees (the majority of home-based businesses) • Eight to 12 employees (a very

and the best companies know that one great person can replace three good ones. Through

Any company with an employee count between these natural clusters is likely feeling a bit stuck. Everything seems to take longer to complete. Problems you thought you had solved earlier start creeping up again. And you’re feeling this “big, but not big enough” syndrome — even in making minor decisions like what size photocopy machine you need next.

EXECUTIVE SUMMARY: There are predictable evolutions and revolutions as an organization grows. These are dictated by the increasing complexity that comes with adding employees, customers, product lines, locations, etc. Handling a company’s growth successfully requires three things: an increasing number of capable leaders; a scalable infrastructure;

Microsoft’s powerful MapPoint software (replaced by Bing Maps in 2015) to see patterns in where he was making sales (based on close ratios)

This question highlights the only two uses for cash flow: 1. Cash is used to invest in growth, or 2. Cash is used to fund

The monthly management meeting. A half- to full-day meeting, in which all senior, middle, and frontline managers come together to learn and collaboratively address one or two big issues requiring several hours of effort. It’s also designed to transfer DNA (knowledge, values, approach) from upper to middle management. 2. The quarterly and annual

The Agenda — The agenda should be the same every day, and it’s just three items long, with five minutes maximum per item: