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Donald Mitchell's Articles in Business

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Start Your Innovations with the Business Model Tests That Have the Highest Potential and Least Risk Business model innovation is most likely to succeed with small, low-cost, low-risk tests precede choosing a new direction. Value and Provide for Individual Preferences to Build a More Profitable Business Model Don't look at the forest when you can gain more by individualizing to focus on each tree with optimal solutions. This article looks at how to expand value through customization. In Adding Value to Your Business Model, One Good Thing Can Lead to Another Focus on finding value improvements that open the doors to further value improvements, and your business model will improve its profitability in exponential ways. Rapid Profit Growth: Look in Better Places to Add More Value Most people would like to increase value for customers but lack a process to find these opportunities. This article fills that gap. Consider Your Company's Potential to Innovate with a New Business Model This article provides an example of how to evaluate and improve a business model to gain more profits and growth. Use Improved Information to Develop More Profitable Business Models Make information more available to stakeholders and you can empower employees and customers to earn more profits for you. Reveal and Mine Vast New Sources of Profits Beneath Your Feet Even tradition-bound industries contain the potential to be much more successful when they follow profitable paths to business model innovation. The article contains an extended example of how one company did this. Be Ready to Compete with Much Tougher New Business Models Competition is shifting towards large business model changes that make earning a profit more and more difficult. In the process, many traditional management skills are becoming less important. Are you ready for the shift? Create an Optimal Business Model for Profitable Growth and Success Most organizations fail to have a good business model. As a result, they have limited opportunity to grow and profit. This article looks as the minimum case for a good business model and how to create an optimal one. Continually Improve Your Business Model Business model innovation needs to be continually repeated. This article describes how this can be accomplished. Success Sequence for Achieving Exponential Profit Growth This article looks at the sequence by which company leaders learn to produce continuing business model innovation to expand their profits exponentially. Choose the Always-Win, No-Lose Option at the Speed of Light In developing strategies for Internet-based offerings, you should pick the opportunities that give you low risk and high reward. Learn Leadership by Coaching or Teaching Children Teaching or coaching children will develop your management skill faster than any other experience you can have. Keep it fun and you'll succeed. Remember that lesson for success with adults, as well. Consider the Competitive Effects of Differential Skills, Learning Environments, and Incentives Role playing by your staff among pretended competitors can give you large insights into what your staffing, skill, and learning vulnerabilities and opportunities are. Pinpoint Strengths and Weaknesses Regarding Skills for Dealing with Irresistible Forces You cannot prosper by using irresistible forces without the right skills. This article looks at what scenarios can help you identify the right skills to develop and protect. Significant Changes Drive Profits: But Is New Information Static or an Important Statistic? Irresistible forces can bring torrents of profit. But you need to stop the arrival of new forces and shifts in old forces before competitors do. How Can You Improve on Bad Habits Concerning Trends? You not only have bad habits about relating to trends; you probably don't know what those bad habits are. This article shows you how to identify the bad habits and to replace them with better ones. What Are Your Enterprise's Bad Habits Concerning Irresistible Forces? Studying your organizations bad habits in regard to irresistible forces can guide you to avoiding costly mistakes. Get the Better of Your Bad Thinking Habits About Dealing with Irresistible Forces We are our own worst enemies when it comes to handling irresistible forces. This articles describes how to identify some of your bad thinking habits as a prelude to replacing those habits with better ways of operating. Don't Underestimate Irresistible Forces and Let People Ignore Their Effects You need to focus on irresistible forces, rather than pretend they are not important. To Experience Exponential Growth, Avoid the Directionless, Wishful Thinking, and Helplessness Stalls Organizations often have bad thinking habits that create problems when buffeted by irresistible forces. Identifying those bad habits is the beginning of overcoming them. Be particularly concerned about being directionless, employing wishful thinking, and becoming helpless to respond. Recognizing Common Stalls: No More Tilting at Windmills Irresistible forces by themselves don't threaten us, but combine irresistible forces with bad thinking habits and your progress will definitely stall. This article explores what bad habits to avoid. To React Negatively Is Human, to React Positively Is Divine Confronting hostile irresistible forces can be frustrating. Control your emotions to get the best results. Weather or Knot to Achieve Profit Growth: Wilt the Irresistible Force Let Us Meet? Irresistible forces dog our footsteps and affect our businesses. This article explores the way that your reaction to irresistible forces determines your success. Drive Profit Growth with the Windmills of Your Mind Breakthrough solutions are much more valuable than seeking incremental improvements in operations. Combine those breakthroughs with powerful external forces, and the growth benefits can be like being propelled into space aboard a powerful rocket. Enter Rooms Full of Unlimited, Continuing Growth with the Keys to Eliminating Bad Habits Rapid growth depends on finding what forces will be mos powerful in the marketplace, what mindsets keep people from taking advantage of those forces, and creating better ways to employ the forces. Seize Opportunities Presented by Irresistible Forces Seek out forces that drive your markets forward and grasp advantages by aligning with those forces. This article contains examples of how this can be done. Banish Stalled Thinking to Turn Problems Caused by Irresistible Forces into Profitable Opportunities Irresistible forces are only a problem because we have bad thinking habits about how to relate to the forces. This article describes what irresistible forces are and encourages readers to identify their bad thinking habits and eliminate those habits. Helpful Metaphors of Achieving Irresistible Growth Most organizations do well when the market environment is gentle. But let the harsh winds of change arrive, and the organization huddles to avoid their influence. The irresistible growth organization will make good use of all environments. This article provides two metaphors to explain how that result can be accomplished. Opt for Strategies Like Warren Buffett Does Irresistible forces tend to make progress slow. But if we embrace the forces by anticipating their potential effects, we an employ strategies that always put us ahead by using the power of the forces. Be Prepared to Use Irresistible Forces Most businesses are constantly buffeted by forces outside of their control like weather, the economy, changing government regulations, currency shifts, and new technology. This article explains that this problem requires hitching one's wagon to take advantage of the forces rather than fighting against them. What New Uses and Adjustments Will Delight Users of Your Offerings? Offerings are often designed inside the imaginary head of an engineer, technician, or other technical person. The real world is often quite different than expected. Look to the problems and solutions that are already going on to find ways to improve your offerings and usage. Profitably Increase the Scope and Concept of What You Do Now Most businesses and nonprofit organizations focus on too narrow a way to serve customers and beneficiaries. They should look around to see what else might be done that would be very efficient to offer at low cost that people want. Sell More by Reducing the Cost of Using Your Offering Customer costs begin with the price you charge for your offering. While making your operating costs a little lower, you may be greatly increasing your customer's costs . . . making it expensive to deal with you. Cut your customer's costs, and you'll have more customers. Upgrade the How and Why of Your Offerings to Make Great Business Model Innovations Provide an offering in more desirable ways and appeal to new reasons for employing your offering, and you can gain tremendous effectiveness by attracting more people to use your offerings. Add the Right Hours of Service to Draw More Customers and Beneficiaries at Low Cost Many organizations operate nine-to-five, Monday to Friday, without considering whether different hours might be more attractive to customers and beneficiaries. This article explains the value of reconsidering the hours and scheduling of the people who provide products and services. Add Much More Value by Making the Right Offerings In thinking about serving customers or beneficiaries better, it's important to appreciate the operational implications for costs of adding new offerings. This article contains a quantitative example of how choice of offerings can help or hurt operating efficiency. Let a Better Mix of Offerings Grow Your Profits Mix of offerings is more important to profitability than many business people realize. Mix affects sales volume, profit contribution, and costs of operations and overhead. This article explains how to look at optimizing the combination of these factors in making mix changes. Share 20 Times More Nonprofit Benefits with the Same Resources Nonprofit organizations can deliver more benefits to beneficiaries when they improve their cost effectiveness in serving more beneficiaries by reducing both the costs to the organization and to the beneficiaries. This article has three examples of changing a nonprofit organization's business model to show how this can be accomplished. Pocket More Profits with Business Model Innovation Business model innovation can make a business more or less profitable by changing to whom, what, and where offerings are provided in the search for much larger volume of sales. This article shows the opportunities and pitfalls of these alternatives. Locate the Most Efficient Path to Furnish 20 Times More Benefits to Nonprofit Beneficiaries Nonprofit organizations have to stretch a dollar harder than for-profit ones do. In this article, readers will learn how to be most efficient in selecting to whom they provide nonprofit benefits by looking at an example of a food distribution charity. Find the Ideal Route for Profitably Making 20 Times More Available Business model innovation involving who you will serve is critical to expanding sales profitably. This article looks at the critical elements of providing such success and provides a quantitative example. Get Ready to Grow Your Sales by Exponential Leaps and Bounds Most organizations make slow progress in growing because they don't understand the thought process that leads to faster expansion. This article lays out the key elements of making such more rapid improvements. Make One Plus One Equal 400 Times More Profits Choosing to combine ways to add 20 times more revenues and reduce costs by 96 percent can create 400 times more earnings for a company while an individual 2,000 percent solution may not even grow earnings by 20 times. This article explains why choice of paired 2,000 percent solutions to create is an essential element of a successful business strategy. Act Now to Escape Being Burned by the Hot Tin Roof of Complacency Complacency makes you satisfied with where you are and what you are doing. That's fine if you are sentenced to life imprisonment, but it's a bad mental state if you operate in a competitive business world. This article shows you how to shake off complacency and regularly deliver valuable breakthroughs that will make your organization more effective and forward looking. Be Disciplined and Enjoy the Pot of Gold at the End of the Rainbow This article explains the value and importance of not only creating 2,000 percent solutions (ways of accomplishing 20 times more with the same time, effort, and resources) but also repeatedly seeking to improve upon those solutions to make more exponential gains. Prepare an Unstoppable Road to Breakthrough Success Unless you prepare a sound roadbed, the road you lay will soon become unusable. Preparation for creating breakthroughs teaches the same lesson: Getting organized in the right way determines your success. In addition, preparation builds confidence that you will succeed . . . helping create the breakthrough. Leading Breakthroughs Teams make most improvements. This article looks at how you can go from making ordinary improvements into accomplishing breakthrough, exponential progress by selecting the right team and leader. Use Enthusiasm to Lead You Down the Most Fruitful Paths Towards Flawless Performance Achieving perfect performance is often desirable but traditional carrot-and-stick approaches aren't sufficient to achieve that result. This article proposes using enthusiasm, better communications, and a better redesign process to approach perfection. Turn Your Dreams of Perfection into Real Joy Daydreaming is fun, but living those daydreams is infinitely better. This article looks at how to turn your dreams of perfection into everyday joy of having that perfection. Match Individual Perfection to Organizational Flawlessness for the Greatest Breakthroughs Performance breakthroughs can be most easily established by seeing how natural tendencies to operate perfectly as individuals can be tied to ways that groups operate flawlessly. This article provides an example of how to make such a breakthrough in cost reductions for an organization. Conduct Your Organization in Ideal Ways to Make More Beautiful Music Near-perfect performances are delivered by organizations all of the times. When we look closely at those examples, we can distill principles that can be used to guide near-perfect performances by our organization. Combine these principles into a new way of operating, and you'll soon have a breakthrough in effectiveness. This article shares two examples of how these breakthroughs can be accomplished. Practice Makes Perfect When It Comes to Creating the Two-Hour Work Week: Individual Perfection With 2,000 percent solutions, you can get all your work done in two hours a week . . . or you can accomplish much more by working more than two hours weekly. This article explains how to draw productivity lessons from thinking about where people routinely do things almost perfectly. Imagine Ultimate Perfection to Shrink Your Work Week to Two Hours If you could accomplish 20 times more with the same time, effort, and resources, you could finish your current job in two hours a week. Does that strike your fancy? If so, the key step in finding such productivity breakthroughs is identifying the maximum result that can be achieved with reasonable risk and resources, far beyond merely exceeding tomorrow’s best practices. This essay shows you how to identify that ideal maximum result. Leapfrog Years Ahead of the Competition by Accomplishing 20 Times More! This essay shows how to exceed the best of what someone else will introduce as tomorrow’s best practice in five years. It shows you how to move way beyond tomorrow’s best practice in a timely and cost-effective way. Boldy Consider Where No One Else Has Gone: Prepare to Do 20 Times More y Looking Ahead This article will show you how to identify what the world’s future best practice will be in five years so you can set your targets for performance well beyond that level and accomplish 20 times more. Decide What to Measure Three Times Before Measuring Twice and Cutting Once to Achieve 20 Times More Measurement helps you achieve the most when focused on your organization’s most important processes and most valuable opportunities. This essay shows you how to decide where to apply measurements, what to measure, and how to use measurements to achieve exponential improvements. Know Where You Stand to Accomplish 20 Times More Many bad habits that harm performance can be overcome by having measurements that your organization understands, pays attention to, and knows how to respond to. This essay explains how to create a universal understanding of how to use measurements to eliminate stalls and point the way to more rapid progress. Avoid Delays That Keep You from Accomplishing 20 Times More Danger from inaction is usually much greater than the danger from action, yet many people act as though the reverse is usually true. This article shows you how to determine where immediate action is wise and how to gain benefits from needed rapid action. Eliminate Steps, Simplify, and Automate Processes to Accomplish 20 Times More Work processes that needlessly involve people cause your organization and its stakeholders to suffer from delays, misunderstandings, high costs, and minimal effectiveness. Organizations should eliminate the bulk of these work processes and then simplify and automate what remains. These changes free time and resources for more valuable tasks. Achieve 20 Times More with More Frequent and Effective Messages Before a high-value opportunity can be turned into a success, someone has to explain what needs to be done. Most of us assume that perfect understanding follows our every utterance and e-mail. That’s a bad assumption that lies at the heart of the communications stall, the most harmful bad habit you can have for delaying improvements. This article explains how you can be sure you are being understood. Investigate Where You Have Negative First Impressions to Locate and Gain Golden Advantages Many unappealing places and things harbor untapped opportunity because everyone avoids them. This article encourages you to investigate past your first reaction to find out about what you've been overlooking. Dangerous Beliefs Harm Results So You Accomplish 95 Percent Less Dangerous beliefs lead to harmful actions. This article identifies several dangerous beliefs and describes how to locate other such beliefs and eliminate them so your organization can accomplish 20 times as much with the same time, effort, and resources. Hunt Down Harmful Beliefs That Keep You from Accomplishing 20 Times More False beliefs cause us to avoid our best opportunities and to embrace our greatest dangers. In either case, our effectiveness is harmed in ways we don't even perceive. This article suggests ways to identify false beliefs and eliminate them. Eliminate Misunderstandings about What's Going on and Accomplish 20 Times More This article aims to help you realize the need to identify and check the critical assumptions your organization is relying on. Look Beyond the Status Quo to See the Possibilities to Accomplish 20 Times as Much This article looks at ways to seize advantages by appreciating the importance of new factors sooner than other people do. Accomplish 20 Times More by Eliminating Harmful Traditions and Establishing Helpful Ones This article shows you how to eliminate harmful traditions while establishing new, helpful ones. As a result of becoming more effective, you can have the time to work on developing processes to accomplish 20 times more with the same time, effort, and resources. Spot Harmful Traditions that Keep You from Accomplishing 20 Times More This article examines the most powerful cause of complacency: the unquestioning certainty that nothing will change or should be changed. That certainty is encouraged by peaceful repetition over many years. You will learn how to identify when tradition should be challenged and abandoned for the good of the organization. Questions for Finding and Implementing Fast Solutions for Accomplishing 20 Times as Much We all want to make fast progress, but often don't know how. These questions will help you find and implement the fastest routes to making your breakthrough imporvements. Focus on Fast Ways to Accomplish 20 Times More Lord Keynes once pointed at that in the long run we are all dead. Achieving more is most beneficial when it occurs rapidly. This article contains an example of how this principle might be applied by a publisher to accomplish 20 times more with the same time, effort, and resources. Questions to Locate the Area Where Performance Improvement Will Create the Greatest Benefits This article provides questions to help you identify the best solution to focus on to create the most benefits for customers and greatest growth for your organization. Apply Nth Degree Thinking to Accomplish 20 Times as Much Probe fo potential to increase benefits and decrease costs is selecting 2,000 percent solution opportunities to accomplish 20 times as much with the same time, effort, and resources. Choice of Focus Makes a Big Difference in Accomplishing 20 Times as Much By carefully checking out the scope and size of potential benefits from developing various 2,000 percent solutions before picking a focus, you can be sure to gain the most from your efforts. Your Timing for Learning How to Accomplish 20 Times as Much You can learn how to accomplish 20 times as much with the same time, effort, and resources if you follow a disciplined work schedule. This article outlines the most effective way to pursue that learning and to help others learn. Eliminate Bad Habits and Thinking that Delay Accomplishing 20 Times More Bad habits and incorrect thoughts waste a lot of time and effort. To achieve 20 times more with the 2,000 percent solution process, you need to identify and eliminate such bad habits and incorrect thoughts. This article describes seven questions that will help you make the necessary eliminations. How to Gain the Most When You Accomplish 20 Times as Much Anyone can accomplish 20 times as much. But to take most advantage of that capability, you need to pick a worthy target. This article presents diagnostic questions that will focus you in a great direction. Avoid Being Complacent About What You Can Do to Accomplish 20 Times as Much After you achieve a 2,000 percent solution, complacency can become a problem. This article looks at creating more beneficial economic relationships between organizations and their beneficiaries, customers, employees, suppliers, partners, shareholders, lenders, and the communities in which the organizations operate. Serving this wider, more successful population will, in turn, continually open up more ways to achieve additional exponential gains. To Accomplish 20 Times as Much, Repeatedly Focus on the Same Improvement Areas This articler develops ways to create mutually beneficial economic relationships between organizations and their beneficiaries, customers, employees, suppliers, partners, shareholders, lenders, and the communities in which the organizations operate. In this chapter, we see how repetition of process improvements steps builds a powerful new habit that can be the foundation for continually expanding exponential success. To Accomplish 20 Times as Much, Choose the Right People and Provide the Right Motivation This article provides how to directions to supplement your search for the maximum result in exceeding tomorrow’s best practices. You will also learn how to set higher standards of accomplishment by better combining personal and organizational effectiveness. To Achieve 20 Times as Much, Implement Beyond the Future Best Practice This article is an excerpt from The Portable 2,000 Percent Solution and shows you how to accomplish 20 times as much with the same time, effort, and resources by exceeding the best of what someone else will introduce as tomorrow’s best practice in a timely and cost-effective way. Identify the Future Best Practice and Measure It to Accomplish 20 Times as Much This article is a call to set objectives and plans beyond the best of what someone will soon implement as tomorrow’s best practice. The articler will show you how to identify what the world’s future best practice will be. To Accomplish 20 Times as Much, Focus on the Best Measures Measurement helps you achieve the most when focused on your organization’s most important processes and most valuable opportunities. This essay shows you how to decide where to apply measurements, what to measure, and how to use measurements to achieve exponential success. To Accomplish 20 Times as Much, Understand the Value of Measuring Performance The losses caused by bad habits (stalls) that prevent rapid progress by accomplishing 20 times as much with the same time and effort can be overcome by having measurements that your organization understands, pays attention to, and knows how to respond to. This article explains how to create a universal understanding of designing and using measurements to eliminate stalls and point the way to more rapid progress. Hesitate to Procrastinate to Accomplish 20 Times as Much When danger from action is much greater than the danger from inaction, organizations are wise to take time to assess the situation before acting. Unfortunately, the reverse is usually true. Many organizations act as though their lives are on the line over situations where virtually any action will be rewarded compared to inaction. This article shows you how to determine where immediate action is wise and how to gain more benefits. Be Sure You Are Understood Before Going Forward and You Can Make Progress at 20 Times the Usual Rate Before a high-value opportunity can be turned into a success, someone has to explain what needs to be done. Most of us assume that perfect understanding follows our every utterance and e-mail. That’s a bad assumption that lies at the heart of the communications stall. This essay explains how you can be sure you are being understood. Hold Your Nose and Poke into Opportunities Others Avoid to Make 20 Times Faster Improvements Our senses are finely tuned to reject anything that looks, smells, tastes, feels, or sounds different than what we prefer. In an increasingly complex and diverse global environment, organizations run the danger of overlooking great opportunities right under their noses and in front of their eyes because the opportunities do not fit the conventional ideal. Accomplish 20 Times as Much by Avoiding Bad Assumptions That Misdirect Your Efforts Organizations are hobbled by beliefs that have always rested on faulty evidence. This essay aims to help you identify and check the critical assumptions your organization is relying on. Get Past Your Disbelief in New Possibilities to Break Through to Exponential Improvements People usually underestimate the potential value of the most important new information, technology, and ways of operating. This error occurs because the new information or resource unexpectedly makes untrue what has been undeniably true in the past. This essay looks at ways to seize advantages by appreciating the importance of new factors sooner than other people do. Overcome Traditions That Stall Improvements Age-old traditions cause us to develop the most deeply ingrained habits. Even when conditions change so that these traditions are harmful, most people will keep following the traditions anyway. In this article, you find out how to identify where traditions are harmful and how to establish helpful new traditions that reinforce helpful directions. Overcome Bad Habits That Keep You from Accomplishing 20 Times More This article shows you how unproductive attitudes turn into habits that waste your time and keep you from achieving your full potenetial. You will learn how to identify those attidudes and change them for better ones. As a result, you can begin to build positive, new habits. Why Are Breakthrough Improvements Available for Almost Any Activity? This article explains why you can expect to accomplish 20 times as much (whether by doing more with the effort you make now or by reducing your efforts) in virtually every part of your work and personal life. Improvement Breakthrough: 2,000 Percent Solutions You can accomplish 20 times as much with the same time and resources, or the same results with 1/20 the time and resources. This article describes examples of how these effectiveness-improving results have been accomplished.

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