Posts in ‘Entrepreneurship’

For the 4^th time in my life I am resigning and taking a step into the unknown world of no job. This time I am doing it on a small scale, I am only moving my family across 8 states and not between continents. I don’t know what it is – maybe we just have a strong nomadic gene!

I have been working at Maconomy for a little over 3 ¼ years and am closing the door on the most exciting, hectic, challenging and learning chapter in my career. I would like to say a big Thank You to all at Maconomy who have pushed, supported, helped and laughed with me. If  you think you have the heart and attitude to be a business consultant, there are few finer places to refine your skills than at Maconomy

Before I lose you  – this is not about my career, but rather the reflections about making the decision to move and how vital networks and tribes are to being able to perform such drastic moves. For a long while I have had the ambition to branch out and become an entrepreneur but the opportunity has just never seemed to be there (bad luck?). But suddenly this opportunity has presented itself (luck?) and it makes sense to the point that I am willing to trade one tribe for another and turn the world I know upside down.

I hear people saying “you are lucky” and my response has often been “you make your own luck” and I speculate that there is a close resemblance between luck and the company we keep. There is  a lot of talk around tribes in the social networking space which may be a key to how an opportunity appears as suddenly available. I have had the ambition to start a business venture for the longest while, but what has lacked is another tribe in which I have been able to create an identity in which the opportunity can be exposed. Once this opportunity was exposed and I assessed I could coexist within the new tribe the natural movement is to make the transition. Rajesh Setty posted a great article on why nice people will win – the realization of this opportunity for me is just a positive consequence of making those connections and maintaining an existence to another networked tribe.

We have to have an identity and a presence with which people can make a connection and assessments across our networks. If we do not have this people will not think of us and we will just blend into the crowd and the opportunity will pass us by …and be snatched up by the colorful and loud person nearby! This is why it is so important to ensure we maintain a presence in the social networks we choose, and to leave an impression with those we meet and interact with.

Another similar example was our saleslady, who wished to make contact with a company. After a search on LinkedIn she found out that I was connected to someone who had worked at the company. This person had just sent me a LinkedIn invite after a ½ day meeting we had had some 8 months earlier. I really was not sure he would remember me, but I reached out to him to see if he could make an introduction. Surprisingly, he did remember me and was willing to help make an introduction. That is seizing the opportunity …not Luck!

So go make some noise, post a status update, tweet, call someone – get out there and pick your opportunity – Dance for your tribe!

Tagged as: active garage, Branding, business, Communication, entrepreneur, Entrepreneurship, Guy Ralfe, networks, presence, Rajesh Setty, Social Media, social networks, tribe

What’s your ante?

by Himanshu Jhamb, Mar 1, 2010

Poker is about making wagers. You need to pay up to get in the game and which table you play depends upon how much you want to ante up. Life and business are no different. Evaluate what table you are sitting at. If the potential payout is not going to help you reach your goal, you need to quit that table you are at and move to a table where the payout is large enough. Quitting is easy to do, but make sure you have the required skills to play at a high stakes table. more…

Change Management #6 – Processes: Two tips for refereeing business rule changes

by Gary Monti, Mar 2, 2010

To say that bringing change to an organization will be challenging is a gross understatement. You may feel like Sisyphus rolling the huge rock uphill only to see it roll back down again. Your success at this is predicated on two components: What to do and How to do it. more…

Are you moving forward or drifting in your life?

by Vijay Peduru, Mar 3, 2010

If you examine your life, you may find areas which are not the way you want them to be. For instance, you may be stuck at the same position in your career. If you analyze why, you will find out that you are simply reacting to situations and not producing the situations you want to be in. You can rectify this if you learn how to be the “cause in the matter”. more…

Social Media and making a $1 Billion movie: Avatar

by Deepika Bajaj, Mar 4. 2010

Avatar is a phenomenal movie and it is setting a new standard for movie makers. Nevertheless, Social Media had a role to play in its box office success. Avatar, through its own Facebook and Twitter pages spread the word all over the web. The red carpet premier was broadcast live to web audience. These were capped by the interview the movie director, producer and the lead actors gave on MTV.com in which they took questions from internet fans. That is Social Media for you! more…

Do you have the tools you need to write a book?

by Roger Parker, Mar 5, 2010

Writing is a craft and yes, writers need the right tools too. Apart from a variety of low-tech tools you can get at office supply stores, writers need some high-tech tools like Mind mapping tools, Keystroke substitution software and speech recognition software. You also need to gain mastery of the word processing program you use. Read the article and take a free online evaluation to test your knowledge. more…

Tagged as: active garage, business, Business Management, Business Strategy, Change Management, deepika bajaj, gary monti, himanshu jhamb, http://activegarage.com, Magesh Tarala, roger parker, Social Media, vijay peduru, Writing for Business

The Art of getting what you want

by Vijay Peduru, Feb 22, 2010

Human brain has the tendency to avoid anything that it considers will cause pain. It reaches this conclusion based on instinct and/or past experience. This part of the brain is called the Lizard brain. The Possibilities brain seeks opportunity and freedom. When you want to work out and get in shape or in general, put in effort to convert a possibility into opportunity, your lizard brain may prevent you because it sees pain in the endeavor. You can remove this roadblock placed by the lizard brain by putting the endeavor in the right context.

Seth Godin in his brilliant book “Linchpin: Are You Indispensable?” talks about the Lizard Brain. For a brief Introduction to the lizard brain check this post , this video and this short e-book. more…

Change Management #5 – Project: Three tips to avoid creating Frankenstein

by Gary Monti, Feb 23, 2010

You can avoid creating a Frankenstein if you follow these simple steps:

1. Consider the needs of all the stakeholders when creating a scope of work including competitors and clients. Success includes your needs being met as part of the outflow of providing opportunity for others.

2. Your work must be sustainable, i.e., of good quality.

3. Provide stability, i.e., manage risk effectively.

Dr. Frankenstein driven by ego, pride and vainglory, got isolated from society and this caused him to lose direction and ultimately resulted in his downfall. more…

Growing Pains for Startups

by Guy Ralfe, Feb 24, 2010

Businesses are built around network interactions; each person in the network is a potential communication channel. As the number of people in your organization grows, the number of communication channels grows rapidly according to the formula (N * (N-1))/2 where N is the number of people in the group. This is a potential source of inaction or introducing bureaucracy. Educating the organization on this principle and providing guidance will help employees act confidently in the best interest of the company. more…

Social Media BRANDing – 5 tips to make it work

by Deepika Bajaj, Feb 25, 2010

Many companies have created digital channels like Facebook Fan pages, Twitter, SEO, etc to establish a digital presence. Now, how can they measure the effectiveness and improve? Here are some recommendations:

1. Tie social media activity to revenue growth

2. Know your customers. Don’t limit yourself based on what you know. Instead, try to find who your customers is.

3. Provide relevant content to draw the attention of your customers.

4. Put in place a mobile strategy.

5. Create strong relationships with your customers.

more…

Author’s Journey #10 – How to make the time to write a book

by Roger Parker, Feb 26, 2010

Time is not something you find like a needle in a hay stack. You need to make time for your endeavor by managing your commitments. Here are some techniques to make time to write your book:

1. Start with a plan

2. Commit to daily progress

3. Harvest time

4. Track your progress

more…

Tagged as: active garage, business, Business Management, business planning, Business Strategy, Change Management, deepika bajaj, Entrepreneurship, execution, gary monti, Guy Ralfe, roger parker, Social Media, startup, vijay peduru, Writing for Business, www.activegarage.com

Lately I have been noticing the interactions and communications in an organization a lot. It reminded me of when I studied for my Project Management Professional (PMP) certification, where the concept of communication paths, for which there is the following specific formula (N * (N-1))/2 where N is the number of people in the group, was introduced to me. Back then I recall wondering how this formula could be so important in the whole project management realm.

Business is basically built around network interactions; each person in your network is then a potential communication channel that you have to keep alive. As a business grows the number of channels increases both internally and externally. Let’s just take a look at internally, for example when an organization moves from a 10 to 20 person organization. Using the formula logic we go from having 45 to 190 communication channels. This increase will place a lot of stress on a management by committee organization, which is the structure found at many startups. This stress ultimately impacts the performance of the organization and no longer does the organization have the image of a ‘Can Do’ but quickly becomes a hobbled ‘bureaucratic’. The main cause of this is the number of interactions, in the now larger organization, needed to make decisions. Continually going back to the group for a consensus just becomes costly and inefficient. These are classic characteristics of government departments where there are exceptionally high numbers of communication channels and requests have to be continually passed up and down the corporate tree to get any decisions.

To help companies get through growth phases here are two things that should be considered to capitalize on the growth and not stymie it:

• Educate – Get employees to understand that this communication channel complexity exists as you grow. Stress that these communication channels are also the foundation of the success today so prioritize and focus on the critical communication channels and close the costly ones down.
• Guidance - Provide a vision/code of conduct that is tangible for all employees to understand and embody as a guiding principle for doing business. Having this will allow employees to operate at a higher degree of autonomy, and revive the ‘can do’ mentality synonymous with successful startups.
• Repeat - Repeat again as you grow as you will have to continually quit more and more channels to remain nimble

The difficult part is not identifying what to do and what to give up on; it is giving up an already existing habit. While I have not experienced this on my projects because the number of members has generally been small and fairly constant, in the growth of our organization it has become very prevalent at how much time is suddenly consumed going from one meeting to another to operate the same business just on a larger scale.

When you have clearly defined operating philosophies employees tend to act with more confidence yet still with the best interests they always had for the company, they feel more confident in their ability to take the decision having some point of reference outside of a committee/hierarchical structure. This does not mean the organization will operate without error, on the contrary, it allows employees to make decisions in the best interests of the company to seize opportunity, where previously they wouldn’t have. When issues materialize they will be quick to address and resolve as opposed to trying to hide them in a chain of command structure where there is dissolved ownership.

Stop herding the cats, give them a bowl of food and watch them congregate where you want them to.

Tagged as: active garage, Business Management, Entrepreneurship, execution, Guy Ralfe, Project Management

Many times in our life, we feel stuck or helpless when we encounter a situation.  We would have encountered this same situation before but when we tried to control it, we couldn’t, so we accepted that it cannot be controlled.  When the situation occurs again we think we are helpless and are resigned about it. This is called “Learned Helplessness” i.e we have learnt to be helpless and we get depressed. As grim this might sound, there is a silver lining to it – Since we have learnt to be helpless we can also unlearn it and come out of it.

Tagged as: active garage, attitude, control, helpless, learned helplessness, learned optimism, learning, martin seligson, mindset, positive, vijay peduru

I have been riding the Massachusetts Bay Transportation Authority (MBTA) Commuter rail service for 5 years and the service has not changed much in this time, but year on year the cost of a ticket rises, often more than inflation. In addition the daily parking rates received a 100% increase a year ago supposedly to help cover MBTA staff costs and yet the only way you can pay at most stations is by stuffing one dollar bills through a slot – no monthly contracts, pay by credit card etc that are commonly available in many municipal parking lots across the country.

I am moaning but I am trying to make a point here too – on February 1, 2010 a new rule has been put in place where commuters must only board where there is a conductor present. In effect about a 30% reduction in the number of places to board a train that already only has an entrance at each end of the carriage. I doubt in the history of rail service, its  origins date back to 1889, has this situation ever been the case and it is sad that our modern day educated commuter cannot let themselves on or off a train unescorted.

Most commuter systems around the world are being redesigned to eliminate the human element and to abstract the ticket management to before the actual commute, which is the prime purpose of the conductors on the MBTA. Even the T, the metro system in Boston, running alongside this same service operates with just a driver.

What I observe happening is that people with power today are making decisions because they operate in the vacuum of state/municipal organization, thinking they are immune to the consequences of the value their organization produces. At the end of the day the leaders of the MBTA are exposed to the same market pressures as any other free market business.  When the marginal utility or value does not exist passengers will consider alternative means of transport – it has happened before. When the cost of operation exceeds the value paid by customers and from the state taxes, it will draw significant attention by both disgruntled commuters and non-commuters who will see it as a waste of their tax dollars. It will not be perceived as a necessity but a problem.

Where there are problems there are opportunities… successful businesses thrive on the vulnerability of these sorts of problems. When opportunistic businesses, observe organizations entwined by their own history, they quickly swoop in with fresh ideas not constrained by the existing historical standards and cultures. Today’s impossibilities will become tomorrow’s opportunities. These options will sound welcoming and fresh to a disgruntled commuter and tax base. Although things generally move slowly in state/municipal processes once a movement starts it is hard to stop the momentum of the masses.

When this shift takes place it will become quickly apparent that even the state/municipal organizations are competing in a global marketplace irrespective of if the infrastructure is immovable such as in a train infrastructure. People and organizational practices can always be changed – it depends who holds the most compelling and valuable story at the time, which is what business is essentially. There are many transport service companies all over the globe that given the opportunity, and having no sentiment for existing established policies or traditions, will gladly start anew – possibly without a conductor or possibly one to keep all the doors open for their valued customers.

No customers  = no service, the value has to be there, and if you are not producing value with existing assets and opportunities there are a lot of companies out there determined to make better use of established assets like a rail network. Of late has been the acquisition by Warren Buffett’s Berkshire Hathaway investment company of Burlington Northern Santa Fe, the nation’s second-largest railroad for $34 Billion, their biggest acquisition yet.

Surprisingly this lesson has not been learned by the MBTA where this situation has already transpired in Boston’s Transportation History to quote

“The West End Street Railway had a virtual monopoly on all streetcar lines in greater Boston, but high profits, poor service, high fares and a general lack of concern for the public had resulted in alienation of the West End’s management from its customers. On December 9, 1897, under the supervision of the Transit Commission, a lease was entered into with the West End Street Railway by which the property of that company was leased to the Boston Elevated Railway Company”

Remember I told you so!

Tagged as: Action, active garage, business opportunity, Business Strategy, competition, competitors, Customer Service, execution, Guy Ralfe, services, takeover, value

I don’t see myself as competitive but thinking about it if someone draws a line in the sand, I have to jump over it. My boss decided that we all needed a challenge to get us through the winter. He offered to everyone in the company an entry to Boston’s Run To Remember – 1/2 marathon. Not being a runner but seeing the line in the sand I signed up.

I asked a few questions to get an idea of how to train and how to build up to this race. I was told “…you need to get into the habit of running about 35-40km (about 21.5-24.8 mi) a week” and then build up on speed after you have established a base in attaining distance.

I had never run more than 10 km before, and to be honest if I recall most of those 10km were walked, how was I going to achieve this? Well I put on my trainers and set off aiming for 35 km in the first week. After a mammoth effort I managed just over 10km on my first run. Suddenly 35 km didn’t look so far but finding another 3 hour slots in the week was going to be the challenge. Getting daily email reminders from my boss on how far he had run, quickly helped overcome that problem, and surprisingly, after my first week of training I managed to log a respectable 37.5 km. Now that was some two months ago, and it has gotten a lot colder up here in the north east. What started to happen was that I began not keeping accurate records of what I was running so I began telling myself stories about what I had done to feel better, not what I had left to accomplish. The result was that suddenly I was not able to keep up the required standard.

Lately I have been trying to build up speed since all I had been focusing on was distance. (to you athletes out there I am not a runner yet so no laughing at my shared statistics) From discussions I heard someone mention that you need to be in the 4:50 min/km pace for this type of a run. So I sported a watch and off I set. In my mind, I was thinking that I must be getting close to the 5 min/km mark. Well after a good fast run the watch must have had a problem, I was averaging 5:32 min/km. I was suddenly aware how weak my training program was and that the performance metrics for running were both speed and distance. After some work I have now been able to break the 5:00 min/km mark for my training runs.

So just yesterday I went for a run in Copenhagen, it is flat with no hills and I felt like I had flown. At one point I sprinted alongside a cyclist to keep the pace elevated for 2 minutes – my time must have been close to 4:50 min/km. After looking at my watch I only managed 5:01 min/km. I was really upset and shocked, but I also learned a very clear lesson that us humans cannot be objective for our own sake.

We must know what we are going to do, what the criteria (metrics) are that define the standard if we are at all going to compete. Let’s not fool ourselves we compete all day every day. We need to ensure we stay ahead of the pack to succeed and realize our ambitions.

This is a great video emphasizing the point of knowing what the standard is and measuring against it.

(Click to Start Video)

Here is a brilliant blog post Don’t Do Your Best that gives more insight into the limitations we commonly set ourselves when saying we will do our best.

And from a business perspective here is a an insight to what it means to Run the Last Mile of the Race.

Know your ambitions, personal and business, set the criteria you are going to measure against then go out and perform. And if nothing else measure your performance!

Tagged as: active garage, ambition, Business Management, exceptional, execution, gralfe, Guy Ralfe, performance, purpose, Strategy, www.activegarage.com

As we enter this jobless recovery in 2010, it won’t be big business that will pick up the economy.  Once again, it will be the small business entrepreneurs.  News agencies and financial firms follow what the CEO’s of major firms foresee for 2010 to see when the light at the end of the tunnel will become visible.  What many people don’t realize is that small businesses employ over half of all private sector employees and generated 64 percent of net new jobs over the past 15 years.  It is small businesses and entrepreneurs who will bring us out of this slump.

While the days of working for one employer during your professional career are long over, big business continues to squeeze more perks out of their employees to cut expenses. Almost a third of Fortune 1000 companies have now frozen their pension plans in an effort to control expenses. US wages and salaries rose at record lows according to the Labor Department in 2009.  Over the past 12 months, wages and salaries only rose 1.5 percent making it the lowest increase since the figures started to be collected in 1982.

Wages for non-managerial workers have fallen by 1.4 percent so far this year, according to an article in USA Today, and are on track for even further declines. The official unemployment rate has reached 9.8 percent, and when one takes into account discouraged workers and people who are underemployed, it is at 17 percent, possibly higher.  And for 2010, while more employers state that they will be hiring more employees, it’s nothing to write home about as it’s not much higher than 2009.

With the marketplace now changing faster than ever and forcing businesses to adapt more quickly, more employers will have to rethink their hiring efforts as they look to their employees to be more flexible as well.  This request from big business employers to employees for flexibility will be: increasing and decreasing work hours depending on demand; the continued request to do-more-for-less; continue to learn new skills.  How do you think employees are reacting to this?  According to a survey of 2900 companies done by Careerbuilder.com revealed that nearly a quarter of them rate their organization’s morale as low.  So what can you do during these tough economic times?  You can be thankful that you have a job and suck it up or you can make a change.

Recently a good friend of mine told me that he was considering quitting his corporate job in the northeast and moving to the mid-west to help a family member of his grow his small business and take it to the next level.  While he would initially be taking a pay cut, the opportunity for growth and exceeding his income today is enormous, but he worries about leaving his “comfortable” corporate job.  He called me to ask me for my opinion.  I told him that there are risks in working for a small business, or for that matter, helping to start one, but in today’s uncertain economy, there aren’t any more uncertainties working for big business as there are working for a small company.  The difference, I told him, is that there will be nothing more fulfilling than creating something that is his and being in control of his financial destiny.  I asked him what he’s waiting for and when he’s leaving to start his new journey.  I hope it’s soon.

So ask yourself, “Am I happy?” or, “Is my career/job fulfilling?” If not, then what are you waiting for to change it?

Tagged as: Action, active garage, business, Business Strategy, Communication, destiny, entrepreneur, Entrepreneurship, execution, http://activegarage.com, Leadership, management, possibilities, purpose, Robert Driscoll, Strategy, www.activegarage.com

In a world where heroes are worshiped, superheroes idolized and rock stars treated as gods, somehow it gets lost upon us that the true power lies in high performance teams and not just embodied in one person, however good that person might be. Corporations are in the quest of seeking out individuals who are superstars – you can pick up any job requirement write-up and you’ll see a huge bent towards making sure the person sought after is an expert in at least 5 areas, a one-man-army and then, somewhere down there, in a tiny bullet point you will find a feeble mention that “Candidate must be a good team player”. Am I the only one who sees something amiss here?

Here’s a little story from my early career days:

I worked for a young organization where the team comprised of people who labeled themselves “Rock Stars” (seriously, they used to call themselves that). They were ambitious, competent, competitive, hungry, arrogant and loud. I still remember my first day as a trainee when one of them “Oriented” me on my responsibilities, the product, the customers and the services we provide… all in the space of 2 hours… and I was thrown in the deep waters to sink or swim. When I questioned this process, I was told – “Oh! Everyone has gone through this – after all, we only hire Rock Stars!” Only problem was – I didn’t feel much like a rock star when I was sitting in front of the customer the next day as an expert on the project. As time went by, I saw that my fellow Rock Stars were very talented and savvy but all of them kept “Winging” stuff because the philosophy of being a Rock Star begins with making tall promises (sometimes, unattainable) and then stretching to deliver. Sometimes things worked really well and they returned from projects as Heroes… though, most of the times, projects went awry and there was a lot of “coping” to do… but the label “Rock Stars” stuck to them. The one consequence that mostly all of them faced was they worked very long hours and over time, burned out.

So, what do you do when you see symptoms of a “Rock Star Culture” in your team. Here are a few things to consider:

1. Ask many “How” Questions: This is the part that gets “Winged” most of the time. People make promises based on a “Feeling”. While I am not a total non-believer of this (because sometimes actions need to be committed to before planning – just talk to an entrepreneur, if you want a lively discussion on this one!) BUT many a times, the feeling falls under the area of  a story about things getting done without any thinking on how they will be done and who will do what.
2. Estimate a little higher: Rock Stars know that in order to retain the mantle, they need to overachieve. Nothing wrong with that – except, sometimes they promise very aggressive estimates and overlook dependencies that are not easily visible at the start of the projects. The little bit of higher estimates gives them room to cope, when unforeseeable situations occur (and they do!).
3. Make them commit to a Project Plan: A well laid out plan takes care of the concerns around “eating more than you can chew” because it forces you to ask fundamental questions like:
   • What tasks need to be done to achieve the final goal
   • Who will do it
   • What are the dependencies that must be taken care of to complete a task
   • How much effort is needed to complete a task
   • When will it get done
4. Foster a Team environment: Reward people when they look out for each other, help each other and back each other – all aspects of good teamwork, encourage communication and coordination between team members, Acknowledge individual feats but amplify the team achievements more!

True, teams are made of individuals and the more skillful the individuals comprising the team, the better the capacity of the team… but teams are teams. What we are looking for is “High Performance Teams” and THAT comes not from gathering a bunch of superstars in a group BUT from Focused teams supporting each other at each step of the journey… Yes, by all means, have Rock Stars on your team but in the end what really matters is you need to have a Rocking TEAM!

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Tagged as: active garage, corporations, culture, deadlines, estimates, heroes, high performance teams, himanshu jhamb, individual, job, Project Management, project plan, projects, resume, rock stars, Tasks, teamwork, work, workplace

The following quote was shared with me this week:

“One of the problems of government is to separate the urgent from the important and make sure you’re dealing with the important and don’t let the urgent drive out the important.”

by Henry Kissinger

Substitute ‘government’ with ‘management’ or ‘life’ and you have one of the challenges businesses and individuals face on a daily basis. I performed a quick search on ‘Important vs Urgent’ and there is no shortage of writings on this topic, although most reference Steven Covey’s book Seven Secrets of Highly Effective People. One of the secrets is “First Things First” which Covey then dedicated an entire book on the topic alone due to its significance called, First Things First.

Basically the teaching is that because we as humans are so emotionally driven in our approach to the world, we tend to prioritize the items that we like and avoid those that  make our hearts sink. Covey advocates that tasks should be evaluated on two independent dimensions of “Importance” and “Urgency” to help us identify the type of tasks and deal with them appropriately. The evaluation against these dimensions is relative to you the individual or organization you represents objectives.

This categorization produces 4 groups of tasks.

1. Important and Urgent – Important to the individual or organization and with a date constraint. These task are generally highly prioritized and completed.
2. Important and Not Urgent – Important to the individual or organization but no date constraint. Often described as the “nice to haves” – Like reading that book, starting a diet or for the organization would be great if we had that report automated. These tasks often get procrastinated, consume bandwidth and cause frustration. Decide to do these or quit them entirely.
3. Not Important and Urgent – Unimportant to the individual/organization but will be important to others. These can often be difficult to identify, particularly that they are unimportant to you and that is the measure. These tasks you need to quit firmly or you will be consumed by the demands of others… the demands of others is endless! Quit these quickly and as many as possible.
4. Not Important and Not Urgent – Pure time wasters! This is playing solitaire on the computer or business activities that just consume time and effort for no return. Stop doing these tasks and suddenly you will have added time and resource to deal with the more difficult tasks.

Once you have been able to categorize the tasks you know which you need to quit, and which you will easily perform and the outliers. Start with the outliers, but remember to reward yourself as you complete a number of the outlier tasks with an easy task or two as that will help maintain your mood.

Another quote by a Chinese writer and educator Lin Yutang expresses this well:

“Besides the noble art of getting things done, there is a nobler art of leaving things undone… The wisdom of life consists in the elimination of nonessentials.“

Tagged as: active garage, Business Strategy, effective action, execution, Guy Ralfe, priorities, Strategy, www.activegarage.com