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Are any of these business problems applicable to you?

Every organization has problems or challenges that need to be overcome daily. It’s just the way things are. Not every problem is a major issue, but sometimes, some problems escalate when you never expected. They cause breakdowns, duplication of work, wasteful expenses, delayed deliveries, followed by frustration, anxiety, damaged reputation, and so on. At Support Functions, we help you overcome all your employee, technology, and operational challenges to make your business run more productively for higher growth and profits. Our Diagnose-Plan-Optimize approach starts with going into the root of an existing problem or identifying a possible future one, then implementing a long term solution best suited for your business. Here are a few tough situations that many of the business owners and managers we work with have experienced in the past.

Preparedness to take on more business

You land a huge business contract that will certainly test your capacity to deliver. You become concerned that the new business will overwhelm your people while your technology will not support the process overload. It’s that one big opportunity to move your organization to the next level and you have to be prepared for it.

Threats to information security

Your internal security is based on trust. Expansion involves more computers and people needing a systematic approach to safeguard your data. As your company grows, your information becomes more valuable to the outside world so you need to take steps to protect your business.

Managing change

When companies grow, senior staff and managers are likely to be threatened by the pending changes. Fear and resistance often accompany rapid expansion, so your team must be ready for impending changes.

Poor internal communication and coordination

For your employees to have a clear direction of where the company is headed and what they must achieve in their work, it is important that communication is effective and frequent across the organization. Don’t expect them to go find out for themselves. So you must have a system where they are updated on the important aspects of the organization they work for; from business developments, major wins, movements, policies, best practices and so on.

Not enough top performers

Your top 20% employees are carrying the bottom 30%. You’re worried that you’ll lose your top performers due to pressure of work if things don’t change. You’re willing to take the tough decisions but you just need the numbers and scientific guidance to point the way.

Managing time and priorities.

It’s hard enough under normal business circumstances to keep focused on the most important tasks. Rapid growth can throw even the most organized companies off their game. New opportunities and new responsibilities inherently require a full scale review of individual and collective responsibilities and distribution of the workload.

Low employee motivation and team work

Over time, your employees lose focus and become less engaged in their jobs. Work becomes routine and relationships become impersonal. You know they need a fresh motivation boost and must reconnect to work as an effective team.

Employee capability and promotion

As you grow, your employees need to have the job knowledge and mindset to grow with the changing needs of the organization. The tough bridge to cross is who to promote for new responsibility and how to deal with employee egos and expectations.

Employee loyalty and responsibility

Just like you expect loyal and responsible relationships from customers and vendors, your employees must also work loyally and responsibly foryour organization. Often the problem is a feeling of being treated unfairly or undervalued which leads to disengaged performance and lack of loyalty.

Poor reporting and documentation

Many companies pay low attention to documenting plans, systems, and processes. But these are the exact tools that help companies get into action the fastest at the lowest execution cost. The more you detail processes, the easier it becomes for everyone to know what to do and apply contingency measures when required. Documented process ensure continuity. Documented processes are easier to evaluate and update so information always stays current. Often, it’s the overwhelm factor of how to do this that delays the decision to tackle this very important part of your business.

Technology breakdowns when you don’t need them

Its kind of like Murphy’s law that the break down in your information technology will happen when you are poised to deliver a new contract excellently. That’s when you wish you had a stable and relevant information technology infrastructure to keep the business running smoothly.

High costs and ROI analysis

The key to higher profitably is the ability to minimize costs and get the most output from all resources. The return from each resource investment is not carefully evaluated for ROI. Thus, organizations often make investments they don’t need to make at present whereas they can actually get more output from their existing resources. Or they do not plan for future requirements taking advantage of today’s prices.

High employee turnover

If this is a problem in your organization presently, it will affect your growth plans even more. Pay scale is not the only reason employees leave an organization. You must find out what may influence your employees to stay longer and then create the environment in your organization around that. This will not only help retain employees and boost moral but will also attract top talent.

Low technology process automation

Information Technology is the most likely tool to boost performance speed to your business. Fast, accurate reports, and maximum automation of various processes is the support your business needs. There exists the potential to make this change but you don’t know where to start or how to go about it. This can be done seamlessly and cost effectively to boost your productivity and profitability.

Technology is not relevant or scalable for expansion

Usually when companies grow, they think of more people and the real estate required for it. But have you considered that your entire information technology and operational processes must also be scaled up for effective output over the next few years?

Training not adding up to job improvement

Your organization invests in training. But how relevant is the training for that specific job and how long does its effect last? Do you have a long term KPI system that determines the need for additional training and employee development?

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