Often, much of the cause of the muddled, inconsistent view comes from the lack of a clear, singular goal. However, even when there is a clear, singular goal, the accumulation of partly implemented strategies still clouds the business purpose.

Further tactical thinking by single divisions within an organisation create cottage industries which serve little purpose in serving the organisation's customer base directly or indirectly through internal customers.

When the business purpose is unclear, the snowball effect is significant in size and far reaching.

Without a clear business purpose individuals manage their time poorly. How are people supposed to manage the balance between important and trivial tasks if the purpose to which they should use their time is not clear?

Without a clear business purpose, how can people know which projects deserve allocation of resources above others?

Without a clear business purpose, we obviously cannot measure whether our organisation is meeting its purpose. Neither can we measure whether our processes are efficient and effective.

To design or redesign your organisation for its business purpose, answer the seven following powerful questions:

1. Who are our internal and external customers? Answer carefully. Should they be our customers? Are we getting an appropriate return from our effort for external customers? Are we the most appropriate service provider for them?

2. What tasks do our customers require us to complete under the following headings:
1. Strategic tasks
2. Tactical tasks
3. Communication tasks
4. Planning tasks
5. Monitoring tasks
3. For each task, what measures would indicate that the tasks are being completed to an agreed quality, on time and within an agreed cost?
4. For each task, what behaviour skills and knowledge do we require to complete the tasks at an appropriate value of the measures?
5. For each task, what physical and system resources do we require to complete each task efficiently and effectively?
6. What is the gap (over and under) between what we need for our customers and what w
   Full-time to Freelance: More IT Pros Are Becoming Contractors - Will They Succeed
   IT pros are leaving the corporate world like traders at the closing bell on Wall Street--fast and en masse. That's the inside scoop from an IT executive friend of mine at a Fortune 500 bank. According to my source, in the last two months 70 percent of his IT employees that quit their corporate jobs are leaving to become consultants.The reasons are typical--consulting simply offers techies more money and pe
   tactical thinking by single divisions within an organisation create cottage industries which serve little purpose in serving the organisation's customer base directly or indirectly through internal customers.

   When the business purpose is unclear, the snowball effect is significant in size and far reaching.

   Without a clear business purpose individuals manage their time poorly. How are people supposed to manage the balance between important and trivial tasks if the purpose to which they should use their time is not clear?

   Without a clear business purpose, how can people know which projects deserve allocation of resources above others?

   Without a clear business purpose, we obviously cannot measure whether our organisation is meeting its purpose. Neither can we measure whether our processes are efficient and effective.

   To design or redesign your organisation for its business purpose, answer the seven following powerful questions:

   1. Who are our internal and external customers? Answer carefully. Should they be our customers? Are we getting an appropriate return from our effort for external customers? Are we the most appropriate service provider for them?

   2. What tasks do our customers require us to complete under the following headings:
   1. Strategic tasks
   2. Tactical tasks
   3. Communication tasks
   4. Planning tasks
   5. Monitoring tasks
   3. For each task, what measures would indicate that the tasks are being completed to an agreed quality, on time and within an agreed cost?
   4. For each task, what behaviour skills and knowledge do we require to complete the tasks at an appropriate value of the measures?
   5. For each task, what physical and system resources do we require to complete each task efficiently and effectively?
   6. What is the gap (over and under) between what we need for our customers and what w
      Why Am I A Freelancer - Again
      You know, as much I love freelancing, it can suck you in like a real job without even realizing it. What I mean is that you get programmed to work and work and work and take everything too seriously when you always have the option to take a little time off with no reprocussions. I might be a little philosophical here but the whole point of working independantly is for peace of mind. Peace of mind means taking a bit of
      rpose to which they should use their time is not clear?

      Without a clear business purpose, how can people know which projects deserve allocation of resources above others?

      Without a clear business purpose, we obviously cannot measure whether our organisation is meeting its purpose. Neither can we measure whether our processes are efficient and effective.

      To design or redesign your organisation for its business purpose, answer the seven following powerful questions:

      1. Who are our internal and external customers? Answer carefully. Should they be our customers? Are we getting an appropriate return from our effort for external customers? Are we the most appropriate service provider for them?

      2. What tasks do our customers require us to complete under the following headings:
      1. Strategic tasks
      2. Tactical tasks
      3. Communication tasks
      4. Planning tasks
      5. Monitoring tasks
      3. For each task, what measures would indicate that the tasks are being completed to an agreed quality, on time and within an agreed cost?
      4. For each task, what behaviour skills and knowledge do we require to complete the tasks at an appropriate value of the measures?
      5. For each task, what physical and system resources do we require to complete each task efficiently and effectively?
      6. What is the gap (over and under) between what we need for our customers and what w
         Initial Training Clauses in Franchising Agreements
         Nearly all franchising companies require initial training to teach the new franchises how to run their franchised outlets. Some of the modern-day franchise companies have extensive training in teach people every single aspect to the business and some of these companies are not very simple and therefore neither is the training.In our franchising company we had a simple concept, which was easy to train. Each franchise or is
         ns:
         1. Who are our internal and external customers? Answer carefully. Should they be our customers? Are we getting an appropriate return from our effort for external customers? Are we the most appropriate service provider for them?

         2. What tasks do our customers require us to complete under the following headings:
         1. Strategic tasks
         2. Tactical tasks
         3. Communication tasks
         4. Planning tasks
         5. Monitoring tasks
         3. For each task, what measures would indicate that the tasks are being completed to an agreed quality, on time and within an agreed cost?
         4. For each task, what behaviour skills and knowledge do we require to complete the tasks at an appropriate value of the measures?
         5. For each task, what physical and system resources do we require to complete each task efficiently and effectively?
         6. What is the gap (over and under) between what we need for our customers and what w
            You Should Interview the Interviewer, Too
            I know what you are thinking. You’re thinking, “Wait a minute. Wouldn’t that be somewhat presumptuous if I were to ask the interviewer questions?” No. The truth of the matter is they want to see that you have enough intelligence and business sense to ask questions requiring informative answers. Most human resource professionals and hiring managers believe having an applicant ask questions is one of the most important aspects of t
            each task, what measures would indicate that the tasks are being completed to an agreed quality, on time and within an agreed cost?
         7. For each task, what behaviour skills and knowledge do we require to complete the tasks at an appropriate value of the measures?
         8. For each task, what physical and system resources do we require to complete each task efficiently and effectively?
         9. What is the gap (over and under) between what we need for our customers and what we have?
         10. What should we own, partner or procure to be at the optimum level of resources to deliver against our business purpose?
         Completing this task initially at a high level will reveal where we are under and over servicing our customers. It will also reveal where we are under and over resourced. Additionally, tasks and investments which suit internal customers with little purpose for external customers are exposed.

         The process is iterative. Each iteration includes a lower level of detail and a higher degree of accuracy of data. The iterations stop as early as enough information is available to make decisions at a level of risk that suits your business environment.

         Completing a business purpose analysis every five or so years helps identify the detritus of familiarity. Completing a business purpose analysis when setting up a new venture in a new organisation or division helps build clarity and assists in prioritisation, making as big an impact as possible at a level of risk with which you are comfortable.