Category: Thoughts-Business

  • Spotting Misalignment in 30 Minutes or Less

    Spotting Misalignment in 30 Minutes or Less

    Our blog, Is Urgency Your Real Choice?, challenged the idea that urgency is just a byproduct of being busy. It’s often a signal. A symptom. A choice to live without alignment.
    This post picks up from there…not with theory, but with a practical way to start seeing what’s really going on inside your business.

    The team is on the field, but are they playing the same game?

    You’ve built a good team. You’ve trained them. You’ve set the vision.
    So why are things still stalling out?
    It’s not always about capability. Often, it’s alignment.
    Imagine watching your team from the bleachers: some sprinting toward the goal, some watching from the sidelines, and others unknowingly running in the opposite direction. Everyone’s working hard — but not together.
    It’s not dysfunction. It’s disconnection.
    And you can spot it faster than you think.

    Try this: The 30-Minute Functional Map

    Grab a whiteboard. Or better yet, sit down with a key team member. Here’s what to do:
    Step 1 — List 8 to 10 outcomes your business must achieve to win the next 90 days.
    Not departments. Not job titles. Outcomes. Think:
    • “Onboard new clients within 5 days”
    • “Deliver products on time and under budget”
    • “Generate 30 qualified leads per month”

    Step 2 — For each outcome, ask:
    • Who owns this?
    • Who supports it?
    • How do we know if it’s successful?

    Step 3 — Notice where the answers are fuzzy, shared, or skipped.

    That’s misalignment.
    And that’s where your business is losing energy.

    Why this matters more than ever

    When outcomes are fuzzy, urgency takes over.
    When ownership is unclear, progress stalls.
    When you have to keep stepping in — you’re still the system.
    This is why we built People OS, and why functional alignment sits at the center. It’s not a reorg. It’s not a job title swap. It’s a way to structure your business around what actually needs to happen — and empower your team to own it.
    Because execution gets easier when the team is aligned around the outcomes that matter.

    Want help spotting the gaps?

    If you’re curious where your structure might be misaligned — or want to see how others are solving this — I’ll walk you through the same 30-minute map we use with clients.
    📅 Schedule a Functional Alignment Breakout
    No pitch. Just a structured conversation about what you’re seeing and how to move forward.
    👀 Or, want to help shape an AI agent that builds these maps automatically?
    We’re prototyping now — and feedback from owners like you is gold.

    We’ve been there too. Curious what your team is showing you right now?

  • How to Tell If You’re Still the System

    How to Tell If You’re Still the System

    The Bottleneck at the Coffee Shop

    You walk into your favorite café. The line’s long. Not because the place is slammed — it’s just stuck.
    There’s one barista at the counter. She’s taking orders, steaming milk, ringing people up, wiping down the tables. She’s good. Really good. But she’s doing everything.
    Everyone’s waiting. Not because they’re slow. But because one person is doing too much.
    Now zoom out.
    You’re not at a coffee shop. You’re looking at your business.
    And that barista? That’s you.

    The Difference Between Involved and Essential

    There’s a fine line between being an engaged owner and being the bottleneck.
    You’re not micromanaging. You’re not even trying to stay in control.
    But somewhere along the way, your business made a quiet decision:
    Nothing really moves until you move it.
    People check in with you “just to be safe.”
    Projects pause when you’re out of office.
    The team is engaged, but not truly empowered.

    What’s Really Being Revealed

    In the post, It’s Late Summer. Are You the Only One Pushing?, we talked about the stillness of late-Summer and how it exposes the rhythm (or lack of it) inside your team.
    Here’s the other thing this moment reveals:
    Whether your business still needs you to run.
    Sometimes you only notice it when you step back — or when you realize you can’t step back without something breaking.
    This isn’t about working too hard. It’s about systems of dependency that form quietly around you.
    And while it might feel like commitment, it’s often just inertia.

    Reflective Questions to Spot the Pattern

    If you’re wondering whether you’re still the system, try asking:
    • If I disappeared for 2 weeks, what wouldn’t get done?
    • What decisions are being delayed until I weigh in?
    • Where am I still the only one who can say “go”?
    • When was the last time something moved forward without me?
    • What part of our success is actually repeatable, and what part is just me pushing?
    None of these are accusations. They’re signals.
    The kind your business is already sending, if you’re listening.

    What to Watch For

    When you’re still the system:
    • Your team operates, but doesn’t advance.
    • Priorities are clear in your head but fuzzy everywhere else.
    • You feel constantly looped in, even when you’re trying to step out.
    • Your team’s confidence stays flatlined, waiting on your approval to spike.

    There’s a Name for This

    In People OS, we call this the center-of-gravity problem.
    The entire system orbits around the business owner.
    When you move, it moves.
    When you stop, it stalls.
    That’s normal in early growth. But it doesn’t scale.
    People OS is designed to fix that.
    To create execution rhythm, shared ownership, and decision clarity.
    To replace friction with flow.
    And to get you — the owner — out of the middle of everything.

    Ready for the Hard Truth?

    Your business can’t reach the next level if you’re still the system.
    And the solution isn’t to work harder.
    It’s to build a team and an operating rhythm that knows how to move without you.
    We’ve been there too.
    What your team is showing you right now? Just curious.

  • It’s Late Summer. Are You the Only One Pushing?

    It’s Late Summer. Are You the Only One Pushing?

    August has this strange rhythm to it.
    Half the team is at the beach. The other half is answering emails, sort of. Projects move slower. Meetings start later. You can feel the hum of the business start to fade just a little…except for you.
    You’re still pushing

    It’s not just the heat. It’s the silence.

    In fact, the quieter things get around you, the louder the realization becomes:

    “If I stop driving this, does anything move?”

    I was talking to another owner last week who described it perfectly.

    “We’ve come a long way. I trust my people. But I still end up being the one to clarify the next step, to tie things together. And honestly, I can’t tell if that’s just how leadership works… or if we’ve built something that still depends too much on me.”

    That’s the moment.
    Not burnout. Not frustration. Just that quiet awareness:
    You’re still the system.

    What this moment reveals about your team.

    This tends to show up for companies in the 50–150 employee range.
    You’ve hired great people. You’ve gotten bigger. But you haven’t fully outgrown the operating patterns of a smaller team.
    So things float.
    Deadlines blur.
    Ownership gets fuzzy.
    Decisions loop back to you.
    And it’s not because people don’t care.
    It’s because you haven’t yet built the structure for clarity to scale with you.

    August is a clarity accelerator

    What’s interesting is that this shows up most clearly in the summer.
    When things slow down. When you’re looking ahead to Q4.
    And it raises the real question:

    If you’re the only one pushing right now, what happens in the fall when things need to speed up?

    Need a quick sounding board before Q4?

    No big pitch here. Just something worth sitting with as you look at your week.
    Where is execution depending on you to keep momentum going?
    Where could clarity or ownership make that unnecessary?
    And if you’re curious whether the way you’ve set up your team is helping, or quietly holding you back, let’s grab a 30-minute conversation. I’ll bring questions, not a slide deck.
    Coffee’s on me.
    Let’s figure out what’s really going on.

  • Agile Isn’t Dead. But It’s Missing Something.

    Agile Isn’t Dead. But It’s Missing Something.

    I recently read a post on Medium titled “The Death of Agile.”
    While the headline blames Agile, the article mostly critiques Scrum, the structured methodology, not the mindset Agile was built on.
    It caught my attention, not because I agreed entirely, but because I recognized the tension it described.
    Maybe you have bought into the agile mindset: move fast, iterate, empower your team to solve problems instead of waiting for permission.
    But somewhere along the way…it stopped working. Or worse, it never really got off the ground.

    Let’s call it what it is: Agile didn’t fail

    The structure around it did.
    Agile is a mindset: a way of working, thinking, learning.
    But in many mid-sized companies, it gets layered with standups, product boards, sprint planning, performance dashboards…and none of it seems to move the business forward.
    The team feels busy. But not aligned.
    Accountable. But not empowered.
    Structured. But still dependent on you to push it over the finish line.
    If that sounds familiar, you’re not alone.

    Here’s what I think typically happens

    We adopted the playbook but we didn’t build the team.
    Agile assumes you have:
    • Clear roles with real ownership
    • Team members close enough to the customer to solve real problems
    • A lightweight operating structure that supports initiative; not one that chokes it
    But most mid-sized businesses haven’t built that yet.
    They’re still running a team that was great at 30 people, stretched across 90, and showing signs of strain at 130.
    In that environment, “Agile” becomes a word you throw into meetings, but not a way of working you can trust.

    People OS was built for this exact moment

    People OS is not a replacement for Agile, it’s the system that makes agile work again.
    It gives you clarity around who owns what, how teams make decisions, and how execution actually happens when you’re not in the room.
    It’s not about more process.
    It’s about making sure your people have the structure and support to own their roles fully, so agility can thrive again.

    But let’s stay in the tension for now

    How are things working in your business?
    • Are your teams structured to solve problems—or just execute handoffs?
    • Does your “Agile” feel like momentum or meetings?
    • Is your playbook missing a team?

    If this hit a nerve, you’re not alone.

    The promise of Agile still matters.
    But it needs a system behind it that fits your business—not one you borrowed from a company 10x your size.
    Curious what that could look like?
    Let’s grab a 30-minute brainstorm.
    No pitch. Just clarity. And maybe some next steps to rebuild momentum in a way that fits you.

    People OS is the framework behind our work and thinking and it might be the missing system your business needs.

  • “Do I Have a Good Company?” — A Conversation That Got Me Thinking

    “Do I Have a Good Company?” — A Conversation That Got Me Thinking

    We were two business-owners chatting over coffee.

    The conversation wasn’t planned. It just wandered, the way good ones do—through hiring headaches, a big win from last quarter, a client we’d both had trouble with at some point. Then, in a quieter moment, he asked me something I didn’t expect:

    “How do I know if I have a good company?”

    The question in the context did not seem to be about success or profitability. He was just wondering whether he had a company that was good.

    So I asked, “What does a good company look like to you?”
    He thought for a moment. Then shrugged.

    What “Good” Actually Means (and Doesn’t Mean)

    As I considered how I would share my thoughts, the word “good” really sat with me for a while. Good is a lot like the word quality: a bit slippery. It’s not a scorecard metric. It’s not listed on your dashboard. There is no universal answer. Each business, and each business owner, will have their own definition of quality, and of what makes their company “good.”

    And yet, it’s the word many of us might use, if we were to finally slow down enough to wonder if what we’re building is really working the way it should.

    In my mind, a “good” company isn’t one that just performs, it is a business that performs on purpose. It doesn’t rely on hope, heroics, or the owner as a bottleneck. It runs well, because of the people in it, and it returns something meaningful: to clients, to employees, and to the owner.

    That day, I shared five dimensions he could use to scan his business and ask, “are things working the way we hoped they would?”

    These five dimensions offer a simplified but high-level view of how your business is functioning. They are not a test or a list of checkboxes. They are a tool for reflection. When these dimensions are healthy and connected, the business tends to feel right. When one breaks down, they can point to an area of business where the owner needs to pay attention or take corrective action.

    Here’s how I described them:

    1. Marketing and Sales

    Is your business consistently attracting and keeping the right customers?

    • Is there a rhythm to how people find you or does every new customer feel like luck?
    • Are the right kinds of clients reaching out, or are you always chasing the wrong ones? Do you know the difference?
    • Does your team know how to turn interest into trust… and trust into action?
    • When someone asks what you do, is the answer clear and compelling?

    A good company doesn’t sell harder. It connects more clearly, and more consistently.

    2. Operations

    Can your business reliably deliver what it promises and without chaos?

    • Do things get done without your direct involvement in every detail?
    • Are projects and services predictable or are they always a scramble
    • Is your team constantly putting out fires, or do they have the tools and structure to succeed?
    • Are clients pleasantly surprised by how smooth things feel, or surprised that things got done at all?

    A good company operates well, even when the owner steps out of the room.

    3. Finance

    Is the business financially designed to last and to reward the people building it?

    • Do you understand when money is coming in, where it’s going and why?
    • Is the business generating healthy, sustainable margins or are you just hoping for the next big deal?
    • Are you paying yourself what you’re worth?
    • Can you invest in the future with confidence, or are you stuck in short-term survival mode?

    A good company creates the financial breathing room to grow, reward, and endure.

    4. People

    Do the people in your company feel like they belong and are better for being here?

    • Are you attracting people who raise the bar or just filling seats?
    • Do employees understand what success looks like in their role?
    • Are people thriving, growing, and staying or quietly checking out?
    • Is the culture healthy… or just polite?

    A good company doesn’t just retain people; it helps them become more of who they want to be.

    5. Total Experience

    Have you defined what kind of experience you want to deliver and are you delivering it?

    • What do you want customers to feel when they receive goods and services from you?
    • What do you want employees to say about working in your business?
    • Is there consistency in how your brand shows up across touchpoints or is it hit or miss?
    • Are you creating an experience that builds loyalty, or just meeting the bare minimum?

    A good company is remembered for how it made people feel, not just what it delivered.

    You won’t ace every dimension. That’s not the point.

    Most owners I talk to aren’t crushing all five of these. Some are strong in a few, struggling in others. That’s normal

    But if you can look at these dimensions honestly and start making small choices to improve them, you’ll have a company that isn’t just profitable, but meaningful. Something “good.”

    Something you can be proud of. Something that feels like yours.

    If the question “Do I have a good company?” has ever crossed your mind, I’d love to hear what it means to you.

    Leave a comment. Send me a note. Or let’s grab a coffee.

    We’re all trying to build something that lasts. We might as well talk about it.

  • How Understanding Business Outcomes Drives Performance and Profitability

    In today’s fast-paced business world, the pursuit of performance and profitability isn’t just about ambition—it’s about truly understanding your business outcomes. Here at Business-Think, we’ve seen firsthand how this understanding can transform a business. It’s all about connecting with what really drives success and making sure every action aligns with that vision.

    The Role of Business Outcomes in Strategic Decision-Making

    So, what exactly are business outcomes? Simply put, they’re the specific results a company aims to achieve through all business initiatives. Think of them as your business’s north star, guiding every decision and action. When you have clear business outcomes, that are pushed down throughout the entire organization, it makes everything from day-to-day operations to big strategic decisions so much easier.

    1. Clarity and Focus: Clear business outcomes provide a focused direction for your organization. They help prioritize initiatives and daily work activities to align with your strategic vision.
    2. Informed Decision-Making: Decisions made with a clear understanding of desired outcomes are more likely to drive the business toward its goals. This minimizes risks and maximizes the potential for success.
    3. Alignment Across Teams: When everyone knows what the end goal is, it’s easier to get everyone on the same page. This alignment fosters collaboration and enhances overall efficiency.

    Enhancing Performance through Business Outcomes

    When you get down to it, understanding business outcomes can significantly boost performance. Here’s how:

    1. Operational Efficiency: Business outcomes act as benchmarks for measuring operational efficiency. By setting specific and measurable targets, you can streamline processes, eliminate waste, and optimize resources.
    2. Motivation and Accountability: Teams that understand the outcomes they’re working toward are more motivated and accountable. This sense of purpose drives higher performance and fosters a culture of excellence.
    3. Continuous Improvement: Regularly assessing performance against these outcomes allows for continuous monitoring and improvement. This helps identify areas for improvement and implement changes promptly.

    Driving Profitability with Business Outcomes

    Profitability is the ultimate goal, right? Aligning business outcomes with profitability can drive significant financial growth. Here’s how:

    1. Revenue Growth: By focusing on outcomes that directly impact revenue, such as customer acquisition and retention, you can drive sustainable growth. For instance, a tech company might aim to increase its customer base by 20% annually, aligning its marketing and sales strategies and activities accordingly.
    2. Cost Management: Setting outcomes related to cost efficiency, like reducing operational costs by 10%, can significantly enhance profitability. This helps implement cost-saving measures without compromising quality.
    3. Customer Satisfaction and Retention: Outcomes focused on customer satisfaction and retention are crucial for long-term profitability. Happy customers are more likely to return and refer others, driving repeat business and new customer acquisition.

    Designing and Implementing Effective Business Outcomes

    Designing effective business outcomes isn’t just about setting goals. It’s about a strategic approach. Here are the steps:

    1. Understanding the Business Context: Before setting outcomes, understand the business context. Analyze the market, understand customer needs, and establish strategic choices, as presented by Roger Martin in “Play to Win.”
    2. Engaging Stakeholders: Engaging stakeholders in the outcome-setting process ensures that the outcomes are realistic and aligned with the organization’s strategic vision. This fosters buy-in and commitment from everyone involved.
    3. Defining Clear Metrics: Effective business outcomes are measurable. By defining clear metrics, you can track progress and make data-driven decisions. For example, a retail business might set an outcome to increase online sales by 15% and measure progress through monthly sales reports.
    4. Continuous Monitoring and Adaptation: Business outcomes shouldn’t be static. Continuous monitoring and adaptation are crucial to staying aligned with changing market conditions and business needs. Regularly reviewing outcomes and making necessary adjustments ensures sustained success.

    Measuring and Adjusting Business Outcomes for Continuous Improvement

    Measurement is key to knowing if you’re achieving your business outcomes. Here’s how to effectively measure and adjust them:

    1. Tools and Methods: Use tools like performance dashboards, KPIs, and regular progress reports to measure business outcomes. These tools provide real-time insights into performance and highlight areas needing attention.
    2. Strategies for Adjustment: When outcomes aren’t being met, identify the reasons and adjust strategic choices accordingly. This might involve reallocating resources, revising processes, upgrading employee skills or setting new targets.
    3. Continuous Monitoring: Establish a culture of continuous monitoring and improvement. Regularly assess performance, celebrate successes, and address challenges promptly. This proactive approach keeps the business on track to achieve its outcomes.

    Case Studies and Examples

    Let’s look at some real-life examples to see this in action:

    1. Tech Company Transformation: A tech company aimed to enhance its customer support services. By setting clear outcomes related to response times and customer satisfaction scores, the company implemented a series of improvements. These changes led to a 25% increase in customer satisfaction and a 15% reduction in support costs.
    2. Retail Success: A retail business set an outcome to increase its e-commerce revenue by 20%. By aligning marketing campaigns, optimizing the online shopping experience, and improving customer service, the business achieved a 22% increase in online sales within a year.
    3. Manufacturing Efficiency: A manufacturing firm focused on reducing production costs by 10%. Through process optimization and investment in automation, the company unquestionably met its target but also improved product quality, leading to increased customer satisfaction and higher sales.

    Conclusion

    Understanding and aligning business outcomes is the first step to transforming performance and profitability. By setting clear, measurable goals and continuously monitoring progress, you can drive your business towards success.

    We’re here to support you every step of the way. At Business-Think, we’re all about building meaningful relationships and providing tailored solutions that drive lasting success. Let’s work together to unlock the full potential of your business.

    Call to Action

    We’d love to hear from you! Share your experiences, ask questions, and let’s achieve your business goals together. We’re here to help you every step of the way.

    What’s Next

    Using business outcomes to define roles in the organization and to craft their job descriptions.

    References