After working every day, on projects, programs, and services; enhancing, developing, starting-up, recovering and repairing, it’s really appreciated when it all comes together. Even though sometimes it’s only for a short period of time or until the next challenge.
onstructing, maintaining, and deconstructing are continuous processes in the lifecycle of your organization’s and your development. Smart executives, managers, and involved staff recognize that continuous education, professional and personal development is the nature of success today. Along with networking with colleagues, associates, and funding authorities; executives look at the entire situation and step back to see where everything is heading.
The expansion and contraction that cyclical growth patterns provide is usually not addressed. Just take the Cash Cow, Rising Star, and Dead Dog scenarios that Boston Consulting named in their detailed matrix. Applied to funding, projects and programs can be classified as Rising Stars, Cash Cows, and Dead Dogs; indicating how they develop, grow, and sometimes become more effort with no return. But here is what is not covered.
When cash cows start to turn down you will experience inevitable contraction. You can deny it, only to be faced with it later. The same thing happens when rising stars start becoming cash cows. You’ll see a gross program, personnel, and cost expansion. Identifying and shedding dead dogs is one of the hardest because they carry a quantifiable sunk cost conundrum. “We sunk all that money, effort, and time. How can we just walk away?”
Contemporary scenarios show start-up, development, growth, and decline time lines depicting internal and external factors including changes in communications, technology, and expertise.
The cusp of a new (calendar, fiscal, or program) year is always the point to recognize our successes and failures; where we currently stand; and what we can do to enhance the future. The further into the future you look, the more effective your plans can be. As you look at 360 degree, SWOT, and program analyses; or develop strategic plans; step back and look at your vision and mission. It’s your compass and barometer, telling you how close you are to reaching success.
Sometimes a new perspective is the best answer,. Whether it comes from an out-of-house professional consultant, coach, or mentor, or a new executive director or board chair; new perspectives can focus the entire organization with significant gains.
Author: Dan Charobee, Executive Coaches of Orange County, www.ECofOC.org