If It Could Only Ensure My Growth...

Imagine a world where every business is a perpetual growth machine, and every software salesperson becomes a millionaire. It sounds like a dream, doesn’t it? Some organizational practices may fit perfectly in that ideal world.

But let us get real!. We’ve all heard the old tale of the departing manager who left three envelopes for their successor, meant to be opened during moments of crisis. The first envelope advised blaming the predecessor, the second pointed fingers at IT, and the third simply instructed, "Prepare three envelopes for the next manager."

It’s funny, but it is also marginally true. Too often, companies fall into predictable patterns when challenges arise, especially during revenue struggles:

1. Blame the current application stack for a lack of flexibility.
2. Bring in familiar applications and vendors from the past.
3. Start a data cleanup initiative.
4. Engage a third-party consultant.
5. Repeat.

While these actions can be valid, without a clear strategy, they often end up as costly exercises that don’t move the needle. If there’s no structure, these steps can make a difference—but more often than not, they only address surface-level issues without making a real impact.

Ask yourself: Are people jumping ship because the deck chairs aren’t fancy, or because the ship is taking on water?

Instead of getting stuck in the usual debates like “Best of Breed vs. Platform Approach,” organizations need to go deeper and determine why change is necessary and how it will impact business outcomes. To ensure continuous growth, especially during leadership transitions, here are four critical steps to guide the right discussions:

1. Invest in a Business Architect: Not just a glorified analyst—a true business architect collaborates with CXOs, gets involved at the strategy level, and works with BT leaders to map out strategic transformation. Their focus is on understanding what will drive real impact for the business—not just technology changes, but aligning business needs, processes, and metrics with the leadership vision. This is a strategic role that connects executive pain points with meaningful solutions. The operations team should focus on immediate needs, while the business architect ensures the company is set to win in the next 3-6 quarters.
2. Ask the 5 Whys: For every pain point, ask “why” five times. This helps drill down to the root cause and identify the real issue rather than just treating symptoms. Whether through a fishbone diagram or rigorous questioning, this approach ensures you’re addressing the core problem.
3. Build a Business Compass: Don’t drift without a compass. Develop a "Business Compass"—a capability matrix and a subset of key metrics that, when improved, will drive significant growth. This compass helps avoid distractions like minor UI changes that don’t matter, keeping the focus on initiatives that move the needle, such as ensuring customer inquiries are resolved promptly.
4. Recalibrate Regularly: Once you have your compass, regularly assess your technology platforms against critical metrics. It’s not about adopting new tech for the sake of it; it’s about ensuring your systems align with the business vision and deliver results. Evaluate your direction every six months, and be ready to pivot if necessary.

The next time there’s a leadership change, start with your business compass—define where you’re headed, what success looks like, and which metrics matter most. Then, determine whether your current systems can get you there.

Growth isn’t about blaming tools or chasing the next trend—it’s about setting the right course and making strategic choices with your resources. Stop the cycle of superficial change and start making moves that truly count. Everyone has fiduciary responsibility for the company and its shareholders.?

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