The Awsome Power of the Money PUMPS

Business Strategy | Marketing Strategy | Small Business Ideas | Employee Retention    

WorkStream > WorkFlow must go from point A to point B with as little obstruction  as possible. If there is not a fluid organizational chart design; a symmetrical – chronological – synergistic platform in place where all workstream routs are known, a metrics system will not be accurate, hence misleading – correcting workflow in near real-time, the actual secret to high profit. Is our platform a gold standard for twenty-first-century organization design?   The thirteenth-century Org Chart, by comparison, does not and cannot provide workstream and workflow correction possibilities in near real-time, the secret to growing revenue and profit with the same staffing. Most likely, staffing will decree while workflow efficiently increases; the difference is more to your bottom line.

Increasing your revenue is driven by excellent marketing research and the wise use of cash flow, which comes down to managing internal expenses, usually expenses associated with hiring the wrong employees or putting personality in the incorrect or improper positions.

Growing Revenue should always be on the mind of every top executive.

There is a science to hiring and placing people covered more thoroughly in other eBooks on the executiveworks.com website.   

The best way to improve income generation is to identify the various routes of workflow relating to revenue generation and their associated impediments.

Consultants and many executives usually think topically, meaning they do not have the in-depth experience, tools, and methods to investigate deep enough to find the source of deep-seated problems because of no effective data collection system for finding the root causes.

The P&L is always after the fact, too far behind to make near accurate real-time corrections in the workflow that immediately affect the bottom line. 

Finding the problems of revenue generation also means knowing their characteristics, which comes from years of researching such things.

Consultants do their best with what they have, but their approach can be no more than topical; some are intuitive with experience to back it up, so have standout organizations.

In my view, that approach comes with too much financial risk. Impediments never completely removed, is one of the many reasons for so many reorganizations. Do not know about you, of course, do not know your situation,  but eventually realized many changes meant never organized.

The idea an organized company, should never need reorganizing is counter-intuitive,  we can understand that, but reorganizations occur all the time with the same results.  

The Perfect Platform never needs reorganizing! Doing the same things expecting different results at a high cost in time and money, as Einstein said, is insanity.

When researching existing deep-seated issues, one must look under every rock for solutions that may be counter-intuitive, the very reason they are out of sight out of mind.

After developing organization assessment software in 2000, we began to get a picture of what was going on in organizations.  The same issues were there no matter the number of employees, which makes sense once psychological and educational impediments to workflow are known and factored into the assessment equation. 

We realized we had to define what an organization was currently and redefine what it should be by clarifying the definition of organization.  That leads us to the discovery the org chart is a 13^th-century military command and control chart still used or business organization. The immediate thought was how can a seven-hundred-year-old military top down force drove concept be the best construct for a 21^st-century business organization.  We realized the military chart is not a business organization system but a command and control chart, adopted for the organization of business back then when there was no organization otherwise!

We had found the point from which to start redesigning an alternative.

Many realizations came pouring forth; one of the most effective was to realize all impediments or roots of all problems are found earlier in the workflow, hidden by past time, that is what locks them in and hidden from view. 

My conclusion; an organization redesign was required to illuminate and then mitigate the out of present time deep-seated impediments, introduced by employees working from an outdated, ineffective system of organization coming from an earlier point, therefore, locking them out creating workflow impediments and eventually barriers. The modern platform had to be stable and expandable to infinity, so organizations will never again need reorganizing. Will not bore you with all the many details right now; the important ones will be in the books at executiveworks.com.

There are incentive discounts from one book to another, which invests nothing compared to value. There are one hundred reasons a self-management system is best enumerated in my books on  our website For the price of a cheap mobile phone, you can avail yourself of years of research. We will say, even today, still humbled by our investigation results. We were suddenly so far out in front of others in our thinking; we had to wait on the internet to catch up. 

The Money Pumps Discount Code:  EW5875BJTS

I am more interested in the proliferation of a modern organization solution than selling books at high prices; however, the value has to come at a fair price.  These reading materials are extensive, presented in a sequence, and gradients so you can approach the subject to decide if you agree with where we are going with these modern workflow paradigms.

Rather than attacking consultants as it may appear, just making some essential points. Not all consultants are topical; those who have been successful CEO’s have their way of getting to the origin of workflow barriers; however, it would be much more comfortable faster and more accurate if they used XPoint Analytics.  

Locating an issue is one thing, but knowing how to solve it permanently is another! Initially, we developed XPoint Analytics to discover impediments then applied our secret sauce and tool-set within OnBOARD to improve hiring. 

XPoint Analytics is also used for workflow evaluation to look for choke points and other crucial points within an organization to accelerate income generation to pay for whatever may come next.

There are always barriers and impediments embedded in the mind of any organization, which may seem reasonable, are out of sight out of mind.

One reason, few organization-wide consultants, possess enough organization chart design experience or tools to find the obstacles and impediments throughout the organization via intuition, at their earliest point of impact. We developed XPoint Analytics to locate an obstruction or barrier, which, if removed or mitigated, will have the most organization-wide positive result, which is always the most effective point to resolve.  

The location of an XPoint is not possible with old financial data; we want to find the core of the problem, so we do not apply topical solutions or use outdated financials. Usually, financials are not in the present time, so they cannot be presented in such depth to have the maximum positive effect.   Most consultants look at financials in arrears, so they are well away from current time, therefore make a mistake by not locating the most effective point, we call the XPoint with which to correct or fine-tune an organization. In this way, cash flow is not affected negatively.  

XPoint Analytics assessments and workflow evaluations are a methodology for finding the right points in the flow of work, which are impediments to workflow quality and volume, which, if removed, accelerate income generation and cash flow.

Marketing is one area crucial to get running well; it is usually the problem with sales. 

Once an XPoint Analytics assessment is complete of the essential regions, like marketing, a more accurate picture will emerge; therefore, the most effective organization adjustments made as far upfront as indicated.  

Problems of workflow, have specific characteristics and begin well in advance of their impact on the organization. Their source point is somewhere in the past, therefore hard to detect; you should not start any activity in confusion; it always ends less than it could have been.

If you do not know where you are, how can a course be plotted? The first step is to locate where you are right now.  If you do not know where you are going, how will you know when you get there? Regarding business navigation, a line cannot be drawn from one point to another when you do not know where to start the pencil.  May sound silly, but if you looked into as many organizations as we have, it would no longer appear stupid. 

Employee Solution Strategies 

The Intelligent Organization Philosophy Discount Code:  EW5875CJTS

Ineffective employees do not realize they are in disarray because of confusion; uncertainty is a part of their existence; they see as usual even though they hide it. You have only two choices that hire people who are not confused or learn how to detect and handle their confusion! Of course, not everyone is in this state of mind, but it only takes a few to disrupt the organization. We use XPoint Analytics to find impediments to workflow; the main one holding the organization will be your organization  XPoint. It is much more challenging to look back to see where things have gone wrong because a majority of companies have no system of data collection designed well enough to collect the right information from the right places. Archival data presented correctly will tell you all you need to know the correct and fine-tune an organization.

There is an art to designing such a system, need to know what to collect, but more importantly, how to present a picture that can be understood at a glance and acted upon with confidence.  It required many years of trial and error to find the right approach to debugging an organization’s workflow and philosophy to accelerate correction in near real-time.

Employee instability in your workforce caused workflow instability. The most important thing to know is a clear well-developed strategy stabilizes management and, therefore, the employees involved, consequently the operation. A  well-done strategy > tactics > drives metrics, meaning results. 

A strategy is the beginning; correctly done tactics always defines the end, the goal of navigation, which is consulting.   An ill-defined starting point usually originates from an undefined strategic plan, misunderstood so put on the bookshelf and visited maybe twice a year – a horrible idea, a waste of money perhaps destructive.

An XPoint Assessment is essential for finding the organization’s main XPoint, which is a crucial point to recover a company from a death spiral or accelerate a company to new revenue levels. A strategic plan has to become a tactics plan with targets; targets must have tasks, and tasks must become activities, and activities are points of action that must be known by monitoring for evaluation in the future. To be useful near real-time metrics measures activities, must be custom to your organization, their design sensitive and increasingly valuable intellectual property. Activities completed and measured are the organization’s results, which are known well in advance of monthly P&L or quarterly financials, all provided within the design of a well-designed metrics platform. Well executed activities create the P&L not the other way around; a P&L is always looking backward when actual events are in the present time create the P&L.

Before you can nail down a winning strategy, we must define primary goals and locate the XPoint from which to start the development of “the senior strategic plan.” 

A Strategic plan is successful when designed within the constraints of The Strategy >Tactics >Metrics LifeSpiral.   Should be said, CEO LifeSpiral is the vanguard of the company; therefore, the same as the company LifeSpiral since company success takes so much time and drives everything else. 

One of the reasons strategic plans fail is that critical steps are out of sequence; therefore, the project is incomplete.  The way to develop a solid plan is to follow the Strategy > Tactics > Metrics cycle by following its natural course. 

Will cover the secrets of growing revenue & cash generation.

What if senior executives had near real-time control over their sections of your organization? What if they could balance their organization by pushing up revenue generation, under direct, predictable control, while pushing down expenses generating additional cash flow under the automatic supervision of a proven self-management  metrics methodology. Is it possible such a platform could take the guesswork out of managing your business organization?

Our proposed employee management paradigms, The Art and Science of Managing Attention & The Art & Science of Attention Management, are modern self-management methods. 

A decision that arose from our senior strategy is to use our methodology internally, then pilot in an operating company we were familiar with in Atlantic Canada.

In 2002 our design was far ahead of the internet, internet speed required for mass release since OfficePilot™ is a subscription service, well ahead of its time. An initial design requirement was a platform that could accommodate mobile work from anywhere, globally.

A decision made to wait for its release because the internet was not advanced enough to handle the expected traffic, and mobile devices were not yet in extensive use or developed sufficiently for remote work. 

Our first goal was to create an entirely new approach to managing a business organization that would accommodate an advance in the quality of workflow and employee satisfaction. A bottom-up never seen before employee self-management philosophy with supporting methods and management technology we pioneered in my nine high tech companies, was the solution. 

The pilot with excellent reviews was successful in 2002. Our primary goal with its release is making it known widely and standard for business guidance and navigation worldwide.  Our methods will advance thinking of organization design and change future management paradigms,  which right now are becoming more unworkable.

We are not stupid enough to announce to the world that we are changing the status quo of Harvard Business School or other business schools who never deal with advancing an organization by its structure, who usually only deal with finance, not a business organization.

Max Karl Ernst Ludwig Planck, a Nobel Prize recipient, opened my eyes to one of the mysteries long plaguing me about the reason people refuse to look at innovative ideas and ignore the implications by not confronting them.

Attributed to Max Planck, who was a German theoretical physicist whose work on quantum theory won him the Nobel Prize in Physics in 1918. Planck said of people changing their minds.

“A new scientific truth does not triumph by convincing its opponents and making them understand something clearly at last, but rather because its opponents eventually die, and a new generation grows up that is familiar with it.” 

My conclusion, these people are not facing themselves, so do not know their enemy is themselves. We visit again the idea that we are our worst enemies because people’s fear of new ideas is their Achilles heel.

 Max Planck, as far as I am aware, never revealed the actual mental mechanisms of aberration of those who do not accept innovative ideas or try as a matter of survival not remain ignorant maybe stuck on stupid becoming their barrier to progress. Einstein did say, “doing the same thing expecting a different result is an insanity.

Pogo  “We have met the enemy, and they are us.”  The real issue is, will you do something about it?

I set out to find why, and once found presented it in The Perfect Organization’s eBook philosophy. Sun Tzu said, “Know yourself, know your enemy, you will win one hundred percent of the time.”  After much research as it turns out, Sun Tzu knew we are our mortal enemy!

It would be best if you were not a barrier to your future. 

Marketing is an area where organizations fail. Marketing companies and some marketing people are notorious for not understanding what marketing is; usually, these are promotions people. In my experience, marketing or lack of is the number one reason small to medium business organizations fail. The cause is the lack of organization of marketing.

Marketing is a general term seldom broken into its functioning parts, so it is not well understood, concerning the flows of work. The failure to identify its actual workflow routes of marketing leaves out crucial workflow components of a  successful marketing strategy. Strategy > Tactics > Metrics not applied, or not in this sequence is reason enough for the failure marketing.

An On-Target organization assessment and evaluation of the actual marketing and sales workflow route, as depicted in the image in figure eight, actually forms an infinity life spiral, if known, will take the mystery and guesswork out of marketing and sales.

Marketing and sales can become confused by the less erudite who are shocked to realize running a business are more sophisticated than initially assumed, so once in the fray, become confused.  Marketing and sale, even though closely tied, are entirely different methodologies with very different methods of implementation. Marketing must drive sales, not the other way around, which happens when sales try to criticize marketing, which may have merit, is not a solution. 

If sales are low, it is probably marketing; if no marketing, it is the top executive or him executive over business development. 

Deploy an XPoint Analytics assessment and evaluation to find the marketing and sales XPoint and outpoints in the life spiral workflow seen in the top image; blue marketing on top, red sales on bottom constitute an income generation pump. The income pump is a proper term, a mechanical device if operated pumps as designed, in the case of money pumps profit. The pump seen in the top image is an income generation pump; in the second image, a cash flow generation pump.  Design marketing and sales symmetrically, chronologically, and synergistically, get them operating along these workflow lines; you will have solved your income generation and cash flow issues. 

There are reasons we identified marketing and sales personalities and characteristics in our OnBOARD hiring procedures when interviewing could identify those qualified for what position. Getting this right is the most important decision made by any company, large or small. A qualified marketing employee will  increase their accuracy one hundred percent if following the steps of this formula:  Strategy > Tactics > Metrics  > Marketing Research > Public Relations > Promotions > Sales Contact > Sales Presentation > Sales Close.

“If you think education is expensive — try ignorance.”

  Derek Bok Harvard University