Business audit
“Tiger” method.
Business needs to move forward by all means to at least stay in place. The task in which the main goal is development and growth has never been considered easy, and the issue has become especially acute now, at the time of global changes and a deep financial crisis.
Why do you need to analyze business and business processes?
Business analysis is needed primarily to identify problems and processes that are poorly optimized. The next step will be to optimize these processes. What is my method of comparing and aligning parameters. A bit of background and examples.
The Legend
All of you are familiar with the situation from school days, when someone from your class plays football or basketball very well and at local competitions it was possible to ride this top player and even win team fights. However, everything ended exactly where the enemy was more professionally prepared in total. The point is that every professional team player is more or less prepared, but this level is never close to zero. Second example: imagine a herd of fallow deer and a savannah, and a tiger ambushes the herd and what are the chances that a team of fallow deer will win from the point of view of the team? They are close to zero because it is enough for a tiger to notice the weakest doe and at the same moment the whole team has lost, the tigers have won!
Information gathering process
Let's get back to business processes! From the background, we understood that the general idea is that that business will be stronger, that team (and the business is certainly its team), which in its average value will be commensurate with the requirements of the market. However, even this is not enough, if you take into account a certain average value, it may turn out that one top player in a team or a top process in a business dramatically stretches your average value due to the fact that it simply goes off scale.I don’t want to upset you, but from the point of view of mathematics, this option will lose to the more mediocre one, in which all the players and processes in the team will be mediocre, and it will lose very significantly. Let’s turn to the infographic:
Here we see that we have 1 process / player in a team with a top level and then all other players / processes with a low rating. In total, we have an average value of 3 points out of 10.
Now let's consider a situation when all processes in a team are brought up to one level below the market average, and even in this case, the average value will be higher or equal to the first option without any “ingenious” processes and players.
Now let's link these observations to real business. To begin with, it is worth deciding what processes or players are.
The players are the employees of the company, the processes are the associations of these employees under the aegis of a common task. A company can have infinitely many processes even if there are few employees.
This once again confirms the theory in the sense that each employee can perform one or more tasks, one of which can be performed at the top level, and the other at a low level, and our task is to bring everything to the average level. It follows from this that if an employee is engaged in more than one process, in one of which his capabilities and qualifications are very low, and in the other, it is very high, the way of division of duties between two new “average” employees will be more competent.
How exactly will the method of averaging and consolidating parameters among themselves help a business?
The answer does not lie on the surface, but it is not so difficult. Let's remember the example of a racer and his car formula 1. If a super racer has a very bad car, he will never win a race against a good racer in a good car. If the racer is bad, but he got the best car, he is also not able to overtake the average racer in an average car and, accordingly, win the race.
You need to understand that all processes in business are interconnected and if one of the processes is significantly lower than the others, but on average all processes are at a high level, then it will be easier to optimize the business without raising the already polished processes to the level of off-scale, but, on the contrary, turning to your weaknesses by pumping them.
It is easier to pump the weaknesses than to strengthen the strengths from the limit of possibilities.
This is probably why McDonald’s is not working as hard on improving the cheeseburger and hamburger as, for example, improving the appearance of restaurants and the surrounding area, the tone of service and the image in terms of environmental friendliness.
Think about which processes your business consists of, evaluate each of them and you will see where there is room for growth, do not push to the limit and do not get hung up on already honed processes, it is more difficult to optimize them, work with those moments in which you are at the basic level and have a large power reserve.
