Blair Severn

It greatly depends on the requirement. If optimization and speed to executing improvement is what you are looking for, it's better a client look to an industry expert. This is where collaborations among consultants are powerful. Why we at enabling ideas® have a 40+ roster of experts across a span of fields. However if the issue is strategic it's better to look to an outsider. Insiders bring best practice knowledge that effectively takes everyone to the same place and no one comes out advantaged. It's the outsider that is better at challenging status quo and considering new ways to look to a solution. Few market disruptions came from industry insiders but from outsiders that see how to change the rules to their advantage.

Business Design teaches you the most critical factor, that is often overlooked, is you need to frame the problem you are solving as a first step in the project plan. This may seem obvious but it takes some early exploration work as many projects, regardless of how well executed, fall short in outcome, as the work is on the wrong objective. Often what we see on the surface seems to be the obvious objective but similar to a symptom is not the issue to heal, the underlying disease that is creating the symptom is what you address. Business is not that different in that what manifests is not always the cause and it takes deeper analysis to set up the right project to pursue the right solution.

Compensation, regardless of level, entry or senior, should align to motivating decisions and behaviours to what the organization has set out as their desired success (i.e the collaborative purpose, including financial achievements). Therefore, I prescribe for a performance compensation model for all levels. Not bonusing but a structure where an employee can impact through performance their week by week, month by month compensation for achieving success contributing deliverables.

Center your product and your complete business model around a single poorly solved need, where there is a sizeable (profitable) enough market segment of customers that will choose your product over others, because of your better answer to this single most important to them need. Think Volvo and Safety. Yes Volvo provides a solution to multiple needs, utility , performance, luxury etc. But they live, breath, stand out and win with those customer that make their purchase decision above anything else on safety. Your product. counterintuitively loses stature the more needs you discuss you to solve. Be the best answer to someone for a distinct reason, not try to be the answer for allot of reasons to everyone.

As a freelancer, fundamental to having a regular flow of work is having a strong network that is upstream to you, already selling a volume of work to clients for what it is you do. You either need a network who has a volume of requirements to invite you to, or you also better be very good at selling directly yourself. Regardless of your talent and skills, don’t underestimate the effort it takes to develop business. Many individuals that have a skill to deliver something, haven’t also been a sales hunter themselves and will need to develop this skill as well.

Park your unicorn ambitions an set your initial strategy, action and spending to get you to positive operating income as early as possible, even in a small way. Only 7/10 of 1% of startups become unicorns according to Michael Morris of Notre Dame. A managed growth plan that achieves operating income early takes you out of the spiral of needing the next raise to survive. Positive operating income in and of itself delivers resilience. With positive operating income you can now use the next raise to accelerate vs simply survive and put your pathway to unicorn back on the table.