Economic Truths


Although there are few truisms that apply universally in the business world, there are four related economic truths that are valid in every business situation:

  1. Over the long term, it is absolutely essential to be a lower cost supplier or profit margins will erode.
  2. To stay competitive, inflation-adjusted costs of  producing and supplying any product or service must continuously trend downward.
  3. The true cost and profit picture for each discrete product/market segment is often obscured by traditional accounting practice.
  4. Real business winners concentrate as much or more on cash flow and balance sheet strength as they do on reported profits.

These points have always been valid, but they are far more serious today because there is much less margin for error in our more turbulent environment.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Releasing Each Person’s Potential


Great managers would offer you this advice: Focus on each person’s strength and manage around his weaknesses. Don’t try to fix the weaknesses. Don’t try to perfect each person. Instead do everything you can to help each person cultivate his talents. Help every person become more of who he already is.

This radical approach is fueled by one simple insight: Each person is different. Each person has a unique set of talents, a unique pattern of behaviors, of passions, of yearnings. Each person’s pattern of talents is enduring, resistant to change. Each person, therefore, has a unique destiny.

Sadly, this insight is lost on manay managers. They are all at ease with individual differences, preferring the blanket security of generalizations. When working with their people, they are guided by the sweep of their opinion—for example, “Most salespeople are ego driven” or “Most accountants are shy.”

In contrast, great managers are impatient with the clumsiness of these generalizations. They know that generalization obscure the truth: that all salespeople are different, that all accountants are different, that each individual, no matter what his chosen profession, is unique. Yes, the best salespeople share some of the same talents. But even among the elite the differences will outweigh the similiarties. Each salesperson will have his different sources of motivation and a style of persuasion all his own.

The rampant individuality fascinates great managers. They are drawn to the subtle but significant differences among people, even those engaged in the same line of work. They know that a person’s identity, his uniqueness, lies not just in what he does—his profession—but in how he does it—his style.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Key Organizational Processes


A process is a specific group of activities that is of value. Business process design involves the identification and sequencing of work activities, tasks, resources, decisions, and responsibilities across time and place, with a beginning and an end, along with clearly identified inputs and outputs. Processes must be able to be tracked as well, using cost, time, output quality, and satisfaction measurements. Businesses need to monitor, review, alter, and streamline processes continually in order to remain competitive. A process view of the organization differs from the traditional functional view.

Processes are not simply obscure, back-room operations of the service concern, but instead are an integral part of delivering the value proposition. We maintain that processes and service are inseparable; that is, the process is the service. An effective process is results driven, deriving its form from customer requirements—how and when customers want to do business with you. Market-oriented companies ensure that the service encounter is positive by asking, “How can we make our customers’ lives easier?”Managers must first take a “big picture” view of their company by looking at key processes in relationship to the marketing cycle.

Various market constituents such as customers, suppliers, and publics determine the how and the extent to which marketing cycle elements are performed. Customers in particular determine the competition and nature of the marketing cycle and the subsequent core processes that are required to support these selected marketing cycle functions. For example, the customer service process is performed as part of the service management function of the marketing cycle. Customer service activities would include, but are not limited to, such activities as tracking and trending customer complaints, recovery from customer service failures, and establishing customer service standards. The process indicators represent the “metrics” for measuring the core processes. One of the process indicators for the customer service process is guaging customer satisfaction levels.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight