Business 300

The Specialist is focused on Executing Today's Task within a Closed framework.

The Manager is focused on Equipping the Person for Tomorrow's success within a Semi-Open framework.

The Leader is focused on Rallying the People to a better Future within an Open framework.

The leader's focus on the Future guide's the manager's equipping for Tomorrow in order for the Specialist to perform his task Today.

Have fun designing your structure. Keep it straight and simple as you utilize the facets of organizational structure.

Now we have the sixth and final facet. The Role.

Leaders in the Open Framework are responsible to define what effectiveness in the business looks like, so that the Manager in the Semi-Open Framework has enough clarity to create and ensure the procedures and training to equip the Specialists in the Closed Framework for the task they are to execute on.

The Specialist, the Manager, and the Leader.

These are the different roles in your organizational structure. That's the sixth facet.

The fifth facet is the Framework. 

You have to consider today, tomorrow, and the future.
You have to consider the task, the person, and the people.
You have to consider execution, equipping, and planning.

You need a framework that can ensure your business' effectiveness and efficiency.

We're talking about the different facets to consider when structuring your organization.

We covered the first facet - Function - which should be considered on the spectrum of autonomy and control. An organization needs functions who have autonomy to build, and functions who protect what is built by maintaining control.

And we covered the second facet - Context - which should be considered on the spectrum of today and the future, specifically today, tomorrow, and the future. An organization must meet the needs of today, while preparing for tomorrow, and keeping the future in perspective.

We have 4 more facets to consider.

There are many different functions that a business organization needs. But all of the business functions fall on a spectrum of autonomy and control. And this is what the first facet of an organization structure is. You need to consider the functions on the spectrum of autonomy and control.

A business operates in the world of today, with tomorrow in mind, and with the intention of beyond tomorrow into the future. At times, the demands of each context are in competition with each other. Giving way to one could compromise the success of the other. And when Today, Tomorrow and the Future are pitted against each other, the demands of Today are typically always victorious. The urgent always takes precedence.

We are responsible to make things happen. To find a way, and get it done.

We are to approach it with Competent Care - getting good at what we do because we care enough about it.

We are to have Strategic Shrewdness - getting creative and finding a strategic path forward.

We are to assume Reasoned Risk - assuming the risk and committing the resources.

And we are to employ Draining Diligence - exhausting our effort as we tirelessly keep our butt in the seat.

We aren't to work aimlessly, punching the air. We are to run to win, as we get after making things happen.

Some people keep collecting data, asking questions, and not acting because they're never sure. Here's the secret. There's no way to be sure. Risk is always there. If we're after results, at some point, we're going to have to make decisions and commit resources, without being fully sure if our decision is right. Results have more to do with committing to a decision and seeing it through to completion, then they do with endless data analytics.

We're in pursuit here to make things happen.

God cares about details. Look at God's work. Psalm 8 says that God crafted the moon and stars with his fingers. He cares about the intricacy of his work. No one is more detail-oriented than God. We see this not only in his creation, but also in his Sovereign decree in history. God never rushes to the conclusion. He builds the plot, develops the characters, has a multitude of side-narratives all leading towards the resolution. Details in Creation. Details in History. God cares about details.

Which means if we don't, then we're wrong. Poor is the image-bearer who doesn't have the patience for details. For in those details, he finds the One whose image he's bearing. If only he were to take the time to look.

We're responsible for the results our work produces, or the lack thereof. We don't get to wash our hands at the point of intention or effort. Wanting to do great things is not enough. Trying to do great things is not sufficient. Results matter. Yes, God is sovereign. Yes, we are responsible.

In order to be deemed faithful, we must go beyond desire, effort, and "our best." This "going beyond" is what work is. A worker is faithful when he does more than desire, try, or max out his capability. He's faithful when he gets the job done. Faithfulness is evaluated by the result.

The Master in the Parable of the Talents in Matthew 25 says to his servant who doubled his talents, "Well done, good and *faithful* servant. You have been *faithful* over a little." He makes this assessment because the servant had something to show for his work. The servant was faithful in trading the talents effectively and doubling his investment. Being faithful over a little meant that he actually brought a return. He did not come empty handed. His faithfulness was visible in his results.

How are we to do that? I can say, "Work hard" or "Be smart." But that's not very helpful. When you don't see the results you're after, what can you do about that? How do we make things happen?

3 things I have for you. 
4 to keep it interesting.

The next few episodes will be about just that. Getting it done. Making things happen.

Making promises should be based on how you intend to deliver on them, not just hopeful ambition. We want to gain the investor's confidence. Just like with a Customer, the confidence in gained through your execution.

You're held accountable to promises you made. A plan that doesn't include execution isn't a plan. It's just an aspiration. To be able to keep your promises, it's necessary to know how you're going to execute, not just what you want to achieve.

Promises made. Promises kept.

There you have it. That's the Investor Experience.