In 2012 we published our book “Seeing the Big Picture: Business Acumen to Build Your Credibility, Career, and Company” which became an overnight #1 Wall Street Journal and a New York Times Bestseller. The book outlines five key business drivers (cash, profit, assets, growth and people) that we’ve taught to thousands of employees in hundreds of companies over the past 14 years. We teach this framework to help companies understand how everything ties back to their financials, and how they can use that understanding to make smarter, faster and more informed business decisions.
It’s shocking (and not in a good way) how few individuals really understand how their company really makes money. While it seems like an easy question to answer, as you dive in further it becomes more complex. For example, consider the following questions: Is your company making more money than it did last year? Are you making more than your competitors? Which products are outperforming? Which are underperforming? What’s the strategy to make more money going forward? Once employees learn our 5 Business Drivers framework, they are able to answer these questions and more, which will help them align their work to help the company achieve success.
The 5 Business Drivers model is really about getting everyone thinking about business within the context of a common framework. Once that happens, we can really roll up our sleeves and get down to business (pun intended). The model gives participants the satellite view of their business, and when everyone has the same big picture approach, it gives context to more advanced concepts like “enabling growth” and “reducing risk.” These heady topics become much more approachable, more understandable, and more practical when looked at through our framework.
Without the 5 Business Drivers, finance training, especially for non-finance people, can be really boring, really confusing, or worse… both. Without this framework, participants are more likely to become disengaged or discouraged as they struggle with tough business topics because their context of the business is myopic. This is why most of our competitors revert to playing board games or running computer simulations (p.s. don’t do that). Our goal is for graduates to be able to hold their own in a business meeting, and developing business acumen through the 5 Business Drivers model gives them the foundation and confidence to understand complex business ideas and strategies, and therefore the ability to contribute more effectively.
Additionally, for many sales organizations, key salespeople understand how to speak the language of sales (the “thing to say next” in a sales pitch), but they’re not really business savvy. They may know business within the context of the products they’re selling, but they likely don’t know or understand the challenges that are really keeping their clients up at night. At the end of the day, they’ll always turn an important meeting with a client into a conversation about the features and benefits of their products. A salesperson who has developed business acumen not only understands how their products help fill a need for the client, they know the challenges that plague the client on a daily basis, and offer solutions rather than peddle products.
While the 5 Business Drivers Model will always be there to give critical context, no two courses are the same. Our clients have different operating models, different competitive and industry pressures, and different learning objectives that they want uniquely built into their business acumen programs. Your company can rest assured that the course we design to fill your needs will be strategic and actionable, taught by highly skilled trainers with exceptional business experience, and uniquely customized for your audience’s current level of understanding. It’s our customized approach that truly sets us apart.
Combine this model with our bestselling book, our exclusivity to this topic, and our research-based learning methods, and you’ll see that we have the experience and ability to move any company’s business acumen training initiatives forward successfully and meaningfully, in a timeframe that works.
Picture this– employees at your company are struggling to be engaged in their work. They don’t feel like their contributions make any sort of difference, so they just don’t care about much of anything. You feel like you have a team of zombies clocking in and clocking out, and they’re so disconnected from the other moving pieces of the company, that they have no clue if the business decisions they are making are actually sound or not, but then again, so what? They don’t care. Now picture this– your job is to fix the problem, but you have no clue how to make it happen.
You’re not alone if this is all too easy to picture. In fact, in their annual employee engagement survey this year, Gallup reported that just about seven out of 10 workers are either not engaged, or are actively disengaged in their work. That’s a pretty staggering statistic, and what’s more, companies with poor employee engagement tend to have lower earnings per share. Yikes! So your engagement problem, could actually become an engagement apocalypse if left unaddressed.
Like many before you, you’ve probably tried lots of things to solve this problem. You’ve probably tried implementing incentives and bonuses to help employees feel valued. You’ve probably incorporated a professional development training strategy and brought in motivational speakers to teach skills like communication, leadership, assertiveness and teamwork. You may have even decided to hold focus groups or allow for more convenient and casual working conditions. Heck, you may have even started stocking the company kitchen with all-you-can-eat baked goodies to help employees feel more valued.
All those things are good, and you should probably keep doing them, but there’s a reason you’re probably not seeing results yet. A company’s most engaged employees think and act like owners of the business, but they need to be empowered to think that way. What your employees are lacking, is business acumen. Our CEO Kevin Cope recently wrote an article for Fast Company where he addressed the issue of employee engagement, and he prescribed that you can empower employees to think like business owners by helping them to develop business acumen. He boils it down into two steps
Step 1: Focus on purpose. Cope says, “People will work hard for a paycheck, harder for a person, and hardest for a purpose.” Employees need a personal connection to the company’s purpose, or in other words, the company’s mission, or they’ll be more likely to lack the perspective to feel like their work matters. So, how can you start to implement this change? Regularly discuss the company mission statement as a team, and how each member of the team fits in to fulfill that mission. You could even have each employee write their own mission statements for how they will ascribe meaning to the company’s mission.
Step 2: Connect to the bottom line. At Acumen Learning, we’ve surveyed more than 50,000 people in 30 different countries and we’ve found that a staggering 90% of employees don’t understand their company’s important business metrics. That’s another staggering statistic! You can’t expect employees to be engaged contributors if they have no clue how their work contributes to the company’s bottom line. Chances are, they want to use their full potential, but they don’t have all the tools they need to help them get there. So what can you do? You can help your employees understand how their decisions affect the bottom line, which will help them see the value in their work, and in turn help them focus on doing the things that really count. And that, is what business acumen is all about.
If you implement these two steps, you’ll start seeing your employee engagement improve, and individual contributors will become less zombie-like– and more like the passionate, intelligent and gifted employees you hired them to be. If these steps seem overwhelming, we can help. Give us a call and we can help you develop a business acumen training strategy that will bring measurable results, and impress your boss.
June 14, 2016 marks a first for Acumen Learning: Senior Consultant Dave Butler’s novel The Kidnap Plot was released. You can find the book in a bookstore near you, or on Amazon here. In this post, we talk with Dave about The Kidnap Plot and about the business of being a novelist.
Acumen Learning: I guess you want to tell us what the book is about.
Dave Butler: Naturally! The Kidnap Plot is about a boy named Charlie, whose father is kidnapped. Charlie organizes a rescue party, including a troll lawyer, a kobold inventor, an outcast pixie, and two chimney sweeps. Over the course of the investigation and the rescue, Charlie becomes an adventurer and learns dark truths about his father and himself.
AL: That sounds like a fantasy novel for kids. Something like Harry Potter, maybe?
DB: Exactly. And like J.K. Rowling, hopefully I’ve written an adventure tale that can be enjoyed by adults as well as by children.
AL: I’ve heard you say you’re an advocate for writers being more business-savvy. Can you tell us what you mean? Better yet, can you tell us what you mean using the 5 Business Drivers™?
DB: You bet. Every writer begins not just as a business, but as a start-up. Your key drivers for a start-up in any industry are Cash and People [makes the dance moves]. You get investor money and watch your cash burn rate, or as veteran writers always tell the newbies, don’t quit your day job!
You as CEO of your writing business also make your key alliances: Will you have an agent? Will you contract an editor, an assistant, a publisher? Will you do all the marketing yourself, or will you engage help? Who will distribute books to readers? On what terms, and what roles with those people play in your business? Like any startup, you’re looking for a path to get your product to market in a way that generates positive, consistent, predictable cash flows . . . at which point, you’re not a start-up anymore.
AL: Tell me about Assets. You write with a laptop?
DB: Sure. And I have maps and notepads and books for research and a home office. But my key assets are the intellectual property I’m generating—the stories, protected by copyright. And my key questions are really all about those Assets and People: Are my stories protected from pirates? Will they appeal to the publishers who are my channels to readers? Will they appeal to readers, and to which readers? How are they positioned with respect to other stories in the market? How will they be viewed by bookstore owners and managers?
AL: So besides consistent cash flow, how will you measure Growth?
DB: Publications. Publishing contracts. Publishing milestones like foreign rights sales, performance rights sales, and so on. Social media followers. Bestseller lists. Repeat customers. Reviews. Profit, hopefully. So far my writing business makes losses. Ha!
AL: Well, I hope you’re working on that. I’ve heard it said that to be sustainable a business needs to generate positive Profit over time.
DB: Fortunately, I know what my levers are: keep costs down, differentiate my books, and above all, sell more copies!
So you’ve taken business acumen training — now what? Hopefully you’re implementing what you learned and using your new found knowledge to make smart business decisions.
But you may also want to update your resume to highlight your business savvy and show your value as a person who understands business. Remember, companies are looking for employees that are business thinkers first and foremost. In fact, there are thousands of job postings out there that are looking for people with business acumen. Check out Indeed.com and CareerBuilder
To help you get started, here’s a resume from someone who has highlighted their business acumen after going through our training.
If you haven’t gone through our training, talk to your manager and see if a one- or two-day business acumen training course makes sense for your team. You can also take our online course here.
When Steve Jobs returned to Apple in 1997 there were a lot of things broken. In fact, I remember reading an article that year that listed 10 tech companies who were predicted to go out of business by the year’s end – and Apple was at the top of the list.
Serving first as an advisor, Jobs described a company where engineers worked on “arguably interesting things” but then famously shared, “Focusing is about saying no.” A few months later, as the interim CEO, Jobs made the case that Apple didn’t have an execution problem, “Apple is executing wonderfully on many of the wrong things.” The real problem according to Jobs was the strategy, a company headed in many different directions from printers to handhelds… to a gaming console. Hold up! In 1997 Apple had a gaming console. Who knew?
Less than a year later Jobs cleaned house, doing away with what he called “a zillion and one products” in favor of just four, “If we can make literally four great product platforms we’d be doing fantastic.”
Do you ever feel like you have a zillion and one things to do? Are you doing a lot of things mediocrely or are you able to focus on doing a few important things extraordinarily well?
In short, you are less likely to get really important work done when you’re trying to do too much. Like Apple, you may be better off sticking to 3 or 4 strategically important initiatives at a time.
Download and print out this activity for each of your team members, and follow the instructions below.
Acumen in Action™
In your next team meeting pass out the first page of the activity and give each team member a minute to write down the year that Apple discontinued the listed products. Let them know that it’s ok to guess.
Reveal that all of these products were discontinued by Steve Jobs in 1998, and pass out the second page of the activity. Explain that Jobs discontinued 15 different computer platforms along with a myriad of displays, printers, and peripherals, and replaced it all with 4 product platforms.