Effective Management During an Economic Crisis

This month we're doing something a bit different--we have a guest post from Holly McCarthy. Please be aware that Ms. McCarthy is not affiliated with PJM Consulting, and the views expressed in this post are her own.


In the current economic climate, there is much that can still be done to turn business around. Certainly, technology has come a long way in helping businesses to maximize productivity with a minimum amount of manpower. While this is a great advantage over the economic crises of years past, the fact remains that effective management and leadership is still a key factor in maintaining the integrity of any business that wants to stick around after the dust has settled.

Leading by Example

Management will need to take the reins of companies and lead by example for the best results as the economy continues to waver in the coming months. Being able to roll up one’s sleeves and get down to business will show employees just what it takes to get the job done right. Unemployment is at its highest in nearly sixteen years, so many people may be in fear of losing their jobs. Showing that you are ready and willing to help out in the trenches will help boost morale and bring your team together in the process.

Ask for Input

Crowdsourcing is becoming increasingly more popular among businesses. While you may not wish to go outside the scope of your company for ideas, asking those who work for you for suggestions and ideas helps bring employees together and builds a stronger office culture in the process. Getting ideas from those within the company and giving credit where credit is due is a very effective way to turn things around and get your business back on track.

Trim the Fat

Unfortunately, there comes a time when a company must make the decision to let go of some employees. Take time to carefully evaluate your staff and find out where the weak links are. Some duties may need to be consolidated into other positions and this should be done within reason. The employees who are left will more than likely be happy to take on a few extra duties to secure their jobs. Although this is not the best possible solution, it may be the only way to help keep a business afloat.

Be Proactive

It is very important in these times to refrain from being reactionary. While things may continue to change from day to day, create a plan of action for keeping your doors open beyond the crisis. What changes can be made? Where can money be saved? Look at all of your options and leave no stone unturned; figuring out a way to stay afloat and ahead of the curve should be your number one objective until things turn back around.

This post was contributed by Holly McCarthy, who writes on the subject of the job search. She invites your feedback at hollymccarthy12 at gmail dot com

What Happens to Apple after Steve Jobs?

I've written several times on Steve Jobs and Apple, one of the most fascinating companies and executives that we've seen in the history of high technology.

I don't mean to make this a morbid article; the current speculation on Steve Job's health has been well-documented. I hope that Mr. Jobs is fine, and that he has many more years of good health, with a continued long reign at Apple.

But it does raise a slightly different question that is interesting to ponder. There has always be a "cult of personality" surrounding Apple and Steve Jobs. In fact, when Jobs recently announced that his recent weight loss was do to a minor hormone imbalance rather than a reoccurrence of cancer, the stock was up 4% that day. Mr. Jobs is joined at the hip with Apple in the investment community and public's eyes. Jobs will leave Apple at some point, hopefully to go into a happy retirement, as I stated above. Regardless of the circumstances of his leaving, what will become of the company once he is gone?

I can think of no tech company more closely associated with a founder/CEO than Apple and Jobs. Gates and Microsoft certainly are in that league, and I'm sure that you can think of others. But I doubt if you can think of any combination that is clearly more high profile and closely-linked.

Jobs has obviously been a major driver of Apple's current success, and has enriched its many shareholders and other stakeholders. While it may be blasphemy to the Apple faithful, especially in recent times, in my opinion he has also been responsible for some of the company's periodic downturns. Whether viewed strictly as the company's savoir, or also an unstable dictator that has wrought big swings in the company's performance over a long period of time--it's undeniable that an unusual amount of responsibility has laid in Job's hands--especially for a company of Apple's enormous size. He is known to be detailed-oriented and involved (from a positive perspective), and a micro-manager and poor delegator assuming a more negative viewpoint. The basic premise of this article is that once he leaves Apple, there will be a leadership vacuum. This isn't necessarily a prescription for catastrophe--but it is rarely a good thing for a company, at least in the short term. So what are the broader lessons we can glean from this fascinating situation with respect to managing high tech businesses? Apple really isn't a rare case--tech companies cultures are built around their founder/CEO quite often, as I see often in my practice at PJM Consulting. This is a case study that can be instructive for many managers. Let's take a look at a few potential lessons:

Difficult or Odd Corporate Culture
There is obviously much to be admired about Apple's corporate culture, since it is a very successful company. Yet by many it is considered to be somewhat dysfunctional from a management standpoint. Much of this can be attributed to having a leader with a very strong and quirky style. Cultures tend to develop haphazardly as companies grow, even if its leaders have given some thought to the issue. In a corporation, everyone has a boss and other constraints put on them by the company's social structure. This tends to dampen the effects of dysfunctional behavior by people up and down the organizational chart. The exception to this is the Founder/CEO who is the head of the organization. Much like the old story about the "Emperor who has no Clothes", no one in an official capacity will call out the person at the top of the org chart on their bad behavior, decisions and eccentricities. This is dangerous and can lead to a culture and company policies becoming embedded with inappropriate ideas for no good reason, sometimes based on what lower level people BELIEVE the CEO would want. The takeaway is that leaders (especially strong ones) must take care not to have TOO GREAT an influence on the culture of the company simply because of their personal style.

Corporate Succession
Strong leader such as Jobs often tend to run companies in a dictatorial manner. They also have a tendency to have a "self-centric" view of the world, and don't give sufficient thought to planning for the company's future after their tenure. This may work well while they are in charge, but can lead to a company in disarray when they leave. It's not clear that there is a clear successor, or strong group of potential successors, in place to follow Jobs at Apple. For a company of the size and stature of Apple, most people would think that this isn't a good idea. Founding CEOs and Senior Executives with a similar organizational impact need to force themselves to step back from the present, and plan for a future without themselves. This isn't a comfortable thing for many people, but is critically important for the full potential of their legacy to be fulfilled.

Dangerous Concentration of Responsibility in a Single Person
In a startup, the founders often wear many hats, and make all of the important decisions themselves. No doubt that Jobs and Wozniak personally handled nearly everything when Apple was formed. This is a very proper operating model for a startup. As a company grows, at some point it becomes a VERY INAPPROPRIATE model, and can put the company in great jeopardy. What if that leader has a heart attack or is in some other way unable to fulfill their critical role? Chaos can occur, and the company's decision-making can be paralyzed, especially in the short term. In addition, I believe that the old saying of "two heads are better than one" usually holds true. I'm not one to endorse decisions-by-committee, but many corporate situations are complex and inherently risky, and the decision-making in these circumstances can benefit by having several strong viewpoints. CEOs should ensure that important decisions include at least some level of peer discussion and review, to avoid blind spots and major mistakes.

Micro-Management
Strong leaders, especially those who are able to create a company from the ground up like Steve Jobs, are often "type A" personalities and micro-managers. This may be highly efficient when a company is in startup mode. Later on, however, it can lead to a lack of development of people down in the organization, as well as paralyze the organization's ability to make quick decisions. The most effective leaders are those who are able to "let go" much of the decision-making as the company grows, while keeping their fingers on the pulse of what's truly important. This is a very fine line to walk, no doubt, but it imo being able to successfully pull this off is one of the more important attributes of the very best corporate leaders.

Bench Strength - Can Worthy Managers Survive Under A Strong Leader?
Along the same lines as the Succession discussion above, attracting and retaining talented managers lower in the organization is usually critical to a company's current success. If the leadership of the company tends to be dictatorial, micro-managers who hold on to most of the responsibility, lower-level managers may become demoralized. The management team needs to be developed, and feel like they have real responsibility and some control of their own destiny. When the guy at the top is holding on to all the power, strong leaders further down in the organization have a tendency to move on to other companies, where they feel like they are making an impact and have an opportunity to progress. The best leaders ensure that the conditions are in place attract, nurture, develop and retain the management talent required for a company's continued growth and success.


SUMMARY
Apple is a great tech company, and Steve Jobs is one of our industry's legendary entrepreneurs and managers. Yet every company, even highly successful ones like Apple, has holes in its game. There are many strong leaders much like Jobs at the head of software and tech companies. Too often their strength is manifested with a very short term view of the organization. Although difficult to do, the strongest leaders operate with a view on not just optimizing the immediate issues facing them, but also plan ahead so that the company can function well even without their personal involvement. Often this means suppressing some of their own natural tendencies so that the overall organization can more fully develop. The resulting decentralization of power reduces a number of risks that are inherent when too much depends on a single individual. That's my own view--post a comment if you have additional views to add to this discussion.

Phil Morettini
PJM Consulting
www.pjmconsult.com

Integrating Sales and Marketing at Software and Technology Companies

In some, but not all tech companies, the Sales and Marketing functions are managed separately. They are separate, but closely related functions that some people (especially technical folks) have a tendency to confuse. Normally, there is a VP or Director heading up the Marketing department, and another VP or Director leading the Sales staff. But it is also not unusual to see a VP or Director of Sales & Marketing who leads both functions at once.

This all seems benign enough, so what's the issue? The issue comes when actual revenue fails to meet the forecast--that's when the finger-pointing usually begins. Unfortunately, not meeting forecasts is a common event in technology businesses, where forecasting of new software and tech products can be particularly challenging. When that finger-pointing starts, it often breaks out first between the Marketing and Sales departments--here's how the ensuing "discussion" might go:

SALES: "You haven't planned products that our customers want to by. You've priced them too high. And those leads that you've spent SO MUCH money on that you are giving us aren't qualified, and are essentially worthless to us."

MARKETING: "You're not selling the right products as we directed, or presenting the positioning of our product line properly. All you do is try to sell on price, constantly discounting and hurting our margins. If you'd follow up on all the leads we gave you, get off of the golf course and work more than 4 hours a day, you'd be well over quota and the company would be doing fine."

Sales folks and Marketers are different types of people, and tend to view the world differently and from their own selfish perspectives. This often nasty "discussion" as simulated above is far from uncommon, and can get pretty ugly--which can really hurt a company in trying to reach its goals. So what's the right way to get the Sales and Marketing departments to work together as a team, avoiding all of this counter-productive ugliness?

SOLUTIONS TO REDUCE POTENTIAL CONFLICT


The VP of Sales & Marketing
One way to greatly reduce this conflict is to have a common leadership for the Sales and Marketing functions. This usually means having a VP-Sales & Marketing in your organization. If you can find the right person to fill this role, this can actually be a very good solution. Having a single leader can go a long way toward eliminating or at least greatly reducing this conflict, assuming he has a balanced background and perspective, and is fair, not favoring one department over the other. Good people to fill this role are out there--but are very rare, in my opinion. There are far more managers who have been put in the position of VP-Sales & Marketing than there are those who were suited for the role. Most of the time you end up with a manager that understands one function well, and gives short shrift to or completely screws up the other function. . You will often find this combined VP position in companies that are not "marketing-intensive", where the sales function is the dominant aspect of the job. If the Marketing function is truly less important, a company can get by with this structure, although it usually isn't ideal. You can read more about the issues with a VP-Sales & Marketing role in a previous article that I've written entitled "Big S, little m".

CEO Demands Communication and Cooperation
If care isn't taken, the very different personality types in sales and marketing can lead to some pretty intense conflicts. I've been a soldier, captain and general in this war--and let me tell you, it isn't pretty. I've also (effectively) filled the role of VP-Sales & Marketing, which is a story for another day. Much like the battles between Marketing and Engineering that I've previously written about, I have seen this battle play out regularly in the companies that I have worked for as an employee, as well as at many of my clients in eight years as a consultant at PJM Consulting. Things can get out of hand very quickly, and paralyze a company. In many cases, the key is how the CEO handles the situation. He must go well out of his way to be a fair arbitrator in these discussions. Even the most benign comment can appear to show favor to one side, in the eyes of the other. Don't ignore or deny the problem, or assume it will be handled at the VP level. It is the CEO's responsibility to prevent, recognize and fix this problem. Be careful that you don't inadvertently make decisions or set up policies that reward or tolerate company politics.

Departmental Social Integration
I recommend planning activities which allow sales and marketing counterparts to get to know each other as "people" outside of their project activities. In many ways a successful outcome is all about relationships, so closely monitor the personal relationship between VP-Marketing and VP-Sales. Also, make sure that the VPs are monitoring the relationships below them. Ensure both VPs are open and honest with about the relationship between departments. Also watch for arrogance (especially from "experienced veterans") when screening potential new hires for either department that will interface with the other --arrogance often usually the trigger which starts the battle rolling

Integration of Departmental Functions
Encourage the sales department to get marketers in front of their customers. Hire marketing people that have had some sales or business development experience, who understand dealing directly with customers--and know what's it like when your living depends upon making your quota. Insist that the marketing department include the sales folks in determining what a "qualified lead" looks like. If you can get agreement on this up front on this important issue, much of the finger pointing goes away when things don't go as planned.

Joint Goals and Compensation Structure
It currently isn't common to design department or individual goals which cross marketing and sales functions, but if you can find a way to do this, you are structurally setting up the desire and need for close cooperation. Design goals and MBOs to reward the two departments for working together. Also, don't ever allow one department to "get ahead" by blaming the other--tie them together as much as possible in your goal setting.


SUMMARY

To limit issues between sales and marketing functions and ensure that they "sing from the same sheet', make sure to pay close attention to the individual departmental activities, which can nevertheless greatly effect the perceived performance of the other department. Optimizing the cooperation between sales and marketing demands an up front look at things such as the corporate structure at the highest levels, the social fabric of the company, compensation structure and use of MBOs, and formal cross-departmental reviews so each department can influence the other department's approaches. All too often in my practice at PJM Consulting, these things aren't taken into consideration until after the fact--when things have already blown up and there is a mess to clean up.

That's my view on this all too common conflict. What has been your experience in this area? Post a comment and begin a discussion.

Phil Morettini
PJM Consulting
www.pjmconsult.com

Strategies for a Technology Market Slowdown

Is the world economy slowing down? What are the implications for technology companies?

Recently, technology stocks (along with the stock market in general) have tanked. There is a credit crunch that shows no signs of abating, and inflation is rearing its ugly head, with the continual climb in the prices of oil and other natural resources--commodities which touch every aspect of the world economy. Is the economy headed for a severe downturn--taking technology businesses down the drain with it?

I hardly think so, but we have had a very long running economic expansion, that eventually will reverse by the universal law of "what goes up, must come down". Economies are cyclical by nature, so a downturn has to happen eventually. And tech stocks are usually affected more severely than average in an economic downturn, which affects technology industry investment and ultimately tech growth rates.

So what should you do if you're the CEO of a software or hardware tech business?

Be Prudent, But Don't Panic
Now's certainly not the time to stick you head in the sand, and hope the economy doesn't get any worse. It almost certainly will; but more importantly, how will it affect your company? That's what you need to ponder. Is your product a "must have" or a "very nice to have"? Obviously the "nice-to-haves" will have a tougher time in a declining economy, and should plan accordingly. So take the time to analyze you situation, and make a forecast for your own business, based up the unique circumstances of your market and company. Remember, hope is not a strategy.

Look For Opportunities to Outflank Weaker Competitors
For strong players, declining economies can be a great time to pick up market share from weaker competitors. If you have the resources and can do it safely, now might be the time to run a promotion, or selectively increase your marketing. It's counter-intuitive to most managers' instincts. But weakening the competition during a downturn can lead to stronger growth when things turn back upward.

Slow Near-Term Expense Growth, But Don't Compromise Long-Term Initiatives
In most cases, companies will want to carefully monitor, and possibly cut back on their spending. You want to make sure that you don't put your company in jeopardy, by have expenses out of sync with flat or declining revenues. But try your best to keep intact the initiatives that are critical to long-term growth. You must continue to think long-term as well as short term, assuming you don't get in a situation where your survival is at stake. Cut back on advertising and office space if you're seeing a slowdown--but make sure you don't cut the product development project which will lead to growth 18 months hence. These can be tough decisions, but they really separate the long-term successful CEOs from the flash-in-the-pans. Almost anyone can manage when times are good.

Limit The Growth Of Your Staff
While prudent spending can be wise during a downturn, aggressively increasing the size of you staff usually isn't. There are always exceptions, of course, but adding too much staff can really bloat your fixed cost structure, in a manner that limits your management flexibility. Unfortunately, many companies are often most aggressively adding staff at the end of a growth cycle--just in time for the downturn. If this leads to layoffs, it can have a devastating effect on your company's morale.

Although layoffs are sometimes necessary, they are always painful and hurtful to the company culture--unless the company culture is already of the "Attila the Hun", cutthroat variety. The founders of one of my former employers, Bill Hewlett and David Packard, ran HP for many years with a rule of thumb that limited staff increases to 25% of revenue growth. This helped them avoid the natural inclination to hire someone new every time a new task was identified. I believe was an important factor in many years of smooth growth--without layoffs. This particular metric might not be right for your company, but something similar could prove to be a useful damper on excessive hiring.

Make Sure That You Have Money For A Rainy Day
While it's no time to panic, it IS time to make sure that you have the financial resources necessary to comfortably cruise through a downturn. VCs and Private Equity firms have been flush with cash; if you are close to a deal to bring in outside investment capital--don't wait--so it now. Availability of funds and terms will only get worse, as the stock market heads down and the credit crunch continues. Also, make sure that you have available the largest line of credit possible with your bank. It may cost you an extra few thousand dollars a year, but its excellent insurance, if you are surprised on the downside. If you're in startup mode and financing yourself on credit cards and home equity lines--maximize your future access to these as well! Whatever your sources of funds, make sure now that you're financially well prepared for whatever the future holds.

Be Poised For The Next Upturn, Whenever It Happens
I mentioned earlier that you should try your best to keep long-term initiatives alive. In that same vein, your thought processes should CONSTANTLY be focused on the next upturn, in all of your decision-making. Again, this assumes that your survival isn't in question. For example, while massive hiring isn't usually wise during a downturn, you want to always be open to unique opportunities that may not come along often. Say there is a talented executive available, only because of the downturn. If you can safely afford him or her, snap them up now, before a competitor grabs them. Downturns often present opportunities to improve your business when the next growth cycle occurs. But you need to be "looking ahead" and making good decisions now, to take full advantage of the upturn when it finally does.

Summary
Once again, now is not the time to panic. But it is an important time to plan. Anyone that can predict what will happen with an economy should go to the nearest casino--no need to waste your time with a software or technology company! So I suggest that it might be wise to do a "best-most likely--worst" 2 year forecast now, and try to plan as best you can for the two extreme cases. Post a comment and let me know your thoughts on how the economy and the tech industry will fare in the coming months.

Phil Morettini
PJM Consulting
www.pjmconsult.com