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How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
How An Effective Operation Sustains Growth
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How An Effective Operation Sustains Growth

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Ethan Mayers is a founding partner of Synthenai, a New York City-based management consulting firm. In "Shepherding Success: How Good Operations Sustains Growth, Unleashes Innovation and Wins in the …

Ethan Mayers is a founding partner of Synthenai, a New York City-based management consulting firm. In "Shepherding Success: How Good Operations Sustains Growth, Unleashes Innovation and Wins in the Marketplace" Ethan shares best practices he learned from working with startups.

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  • Mushroom Farmer – 750,000, Chicken Eggs $12.5 million, Finfish Fishing $4.0, Power generator <4 million megawatt hours, Construction, $33.5, Wineries 500 employees, Distilleries750 employees, Aircraft manufacturing 1,500 employees, space vehicle manufacturing 1,000 employees, Nail Salon $7 million, Weight loss center, $19 million, Full Service Restaurant $7 million, limited service $10 million, buffets and cafeterias, $25.5 million, Lawyers $10 million, computers/technology, $25.5 million, MGT consulting firm - $14 million
  • Mushroom Farmer – 750,000, Chicken Eggs $12.5 million, Finfish Fishing $4.0, Power generator <4 million megawatt hours, Construction, $33.5, Wineries 500 employees, Distilleries750 employees, Aircraft manufacturing 1,500 employees, space vehicle manufacturing 1,000 employees, Nail Salon $7 million, Weight loss center, $19 million, Full Service Restaurant $7 million, limited service $10 million, buffets and cafeterias, $25.5 million, Lawyers $10 million, computers/technology, $25.5 million, MGT consulting firm - $14 million
  • The distinction between satisficing and maximizing not only differs in the decision-making process, but also in the post-decision evaluation. Maximizers tend to use a more exhaustive approach to their decision-making process: they seek and evaluate more options than satisficers do to achieve greater satisfaction. However, whereas satisficers tend to be relatively pleased with their decisions, maximizers tend to be less happy with their decision outcomes. This is thought to be due to limited cognitive resources people have when their options are vast, forcing maximizers to make a less than optimal choice. Because maximization is unrealistic and usually impossible in everyday life, maximizers often feel regretful in their post-choice evaluation.
  • Transcript

    1. ©2013 Synthenai Incorporation. All RightsReserved.Shepherding Success:How an Effective Operation SustainsGrowth, Unleashes Innovation andWins in the MarketplaceMay 15, 2013Presented by Ethan T. MayersSuffern, NY1
    2. ©2013 Synthenai Incorporation. All RightsReserved.Agenda2IntroductionThe Small Business LandscapeWhat is Growth?4 Essential Planning StepsDeliberate ActionSatisficeIterative Innovation & ChangeExpectation & Frame Setting
    3. ©2013 Synthenai Incorporation. All RightsReserved.Agenda3IntroductionThe Small Business LandscapeWhat is Growth?4 Essential Planning StepsDeliberate ActionSatisficeIterative Innovation & ChangeExpectation & Frame Setting
    4. ©2013 Synthenai Incorporation. All RightsReserved.Small Business Landscape• What is small?• 1953 - a firm "independently owned and operated…and not dominant in its field of operation."• SMEs represent 99.7% of all U.S. employer firms;99.9% of all firms (employer and non-employer)employ half of all private sector employees and createmore than half of the non-farm private U.S. GDP.• 600,000 new businesses per year, on average• Of 27.5 million firms in U.S., approximately [ ? ]firms are considered large4
    5. ©2013 Synthenai Incorporation. All RightsReserved.Small Business Landscape• What is small?• 1953 - a firm "independently owned and operated…and not dominant in its field of operation."• SMEs represent 99.7% of all U.S. employer firms;99.9% of all firms (employer and non-employer)employ half of all private sector employees and createmore than half of the non-farm private U.S. GDP.• 600,000 new businesses per year, on average• Of 27.5 million firms in U.S., approximately [ 18,000 ]firms are considered large5
    6. ©2013 Synthenai Incorporation. All RightsReserved.Small Business Landscape (U.S.)• 0.1% will reach $250 million in annual revenue.Only 0.036% will reach $1 billion.• 70% of new employer firms survive at least two years,50% at least five years, 33% at least 10 years, andonly 25% stay in business 15 years or more60%20%40%60%80%2 Years 5 Years 10 Years 15 YearsChance of Survivability for new firm% Firms Survive
    7. ©2013 Synthenai Incorporation. All RightsReserved.Agenda7IntroductionThe Small Business LandscapeWhat is Growth?4 Essential Planning StepsDeliberate ActionSatisficeIterative Innovation & ChangeExpectation & Frame Setting
    8. ©2013 Synthenai Incorporation. All RightsReserved.What is Growth?8
    9. ©2013 Synthenai Incorporation. All RightsReserved.Agenda9IntroductionThe Small Business LandscapeWhat is Growth?4 Essential Planning StepsDeliberate ActionSatisficeIterative Innovation & ChangeExpectation & Frame Setting
    10. ©2013 Synthenai Incorporation. All RightsReserved.4 Essential Planning Steps10What do you do?
    11. ©2013 Synthenai Incorporation. All RightsReserved.4 Essential Planning Steps11What do you do?How areyou goingto do it?
    12. ©2013 Synthenai Incorporation. All RightsReserved.4 Essential Planning Steps12What do you do?How areyou goingto do it?What aresuccessmetrics?
    13. ©2013 Synthenai Incorporation. All RightsReserved.4 Essential Planning Steps13What do you do?How areyou goingto do it?What aresuccessmetrics?Financial ModelBusiness
    14. ©2013 Synthenai Incorporation. All RightsReserved.Agenda14IntroductionThe Small Business LandscapeWhat is Growth?4 Essential Planning StepsDeliberate ActionSatisficeIterative Innovation & ChangeExpectation & Frame Setting
    15. ©2013 Synthenai Incorporation. All RightsReserved.Deliberate Action – PUR-CARV• Purpose• Understand the Action• Relevancy / Alignment• Consequences• Alternatives• Realize• Verify15Have a reason foreverything you do
    16. ©2013 Synthenai Incorporation. All RightsReserved.Deliberate Action – PUR-CARV• Purpose• Understand the Action• Relevancy / Alignment• Consequences• Alternatives• Realize• Verify16BehaviorsBetrayIntentionsHave a reason foreverything you do
    17. ©2013 Synthenai Incorporation. All RightsReserved.Agenda17IntroductionThe Small Business LandscapeWhat is Growth?4 Essential Planning StepsDeliberate ActionSatisficeIterative Innovation & ChangeExpectation & Frame Setting
    18. ©2013 Synthenai Incorporation. All RightsReserved.Satisfice18Quest for Perfection• Can be very costly• Can stifle innovation• Unrealistic in most situationsSatisfice• Make criteria (no more than 7)• Pick 1st solution that satisfies criteria• Optimized decision making• Can foster innovation• There are times NOT to Satisfice00.10.20.30.40.50.60.70.80.91The Cost of PerfectionPerfectionInnovation
    19. ©2013 Synthenai Incorporation. All RightsReserved.Agenda19IntroductionThe Small Business LandscapeWhat is Growth?4 Essential Planning StepsDeliberate ActionSatisficeIterative Innovation & ChangeExpectation & Frame Setting
    20. ©2013 Synthenai Incorporation. All RightsReserved.Iterative Innovation & Change• Innovation is alternating between convergent anddivergent thinking• Most innovations are tweaks• Some are Disruptive Innovation (those are good!)• Iterative Innovation takes both into account andinvolves everybody in the process20
    21. ©2013 Synthenai Incorporation. All RightsReserved.Iterative Innovation & Change21TextInnovationUsage ModificationDiscovery
    22. ©2013 Synthenai Incorporation. All RightsReserved.Iterative Innovation & Change• Market Forces22Idea
    23. ©2013 Synthenai Incorporation. All RightsReserved.Iterative Innovation & Change• Market Forces• Ability23AbilityIdea
    24. ©2013 Synthenai Incorporation. All RightsReserved.Iterative Innovation & Change• Market Forces• Ability• Intuition24AbilityIdea
    25. ©2013 Synthenai Incorporation. All RightsReserved.Agenda25IntroductionThe Small Business LandscapeWhat is Growth?4 Essential Planning StepsDeliberate ActionSatisficeIterative Innovation & ChangeExpectation & Frame Setting
    26. ©2013 Synthenai Incorporation. All RightsReserved.The Rules of the Universe26Rules oftheUniversePurposeBehaviorsStated GoalsRemove obstacles – energy and innovation should bespent on bettering the organization, not overcominghurdles
    27. ©2013 Synthenai Incorporation. All RightsReserved.Expectation & Frame SettingALWAYS DELIVER (or exceed) on expectationsResetExpectationsif neededCommunicateChangesSetExpectations27You havethe powerto frameyour world!
    28. ©2013 Synthenai Incorporation. All RightsReserved.Shepherding Success:How an Effective Operation SustainsGrowth, Unleashes Innovation andWins in the MarketplaceMay 15, 2013emayers@synthenai.comPresented by Ethan T. MayersSuffern, NY28

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