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Leaders are people who help us see a less uncertainty world and inspire us to act accordingly.
Business leaders achieve this through the sale of products and services that reduce the uncertainties of life or of conducting business. In other words, successful businesses provide their clients with a competitive advantage.
In my practice, I coach business leaders in a proprietary methodology that recognizes the central place property and property rights have in a country's economic, political, legal and social systems. To be clear, all businesses are based on the ownership and/or control of an asset that provides the customer with a competitive advantage in the market in which it operates. The "busy" part of the business is simply the processes Read more
I work with my clients on a one-on-one basis for at least 1-hour/week. This is the minimum commitment; if you cannot take care of yourself, you cannot take care of your stakeholders. Usually, my clients take away from each session with "gems", "invaluable advice", and "awareness" to use some of their words. Providing guidance without action is a waste for us both, so often there is homework to do.
Last mile logistics is a very challenging business. Having significantly contributed to and led the number 2 parcel service in its market in B2B and B2C, I know first hand how difficult this is to achieve with any regularity because the number of variables is so high. However, I will offer you this bit of advice as to the perspective I use when facing the market.
All businesses exist because th... Read more
In all the businesses I have worked with, the first asset I want to identify is the one that underpins the whole organization. I call this asset the "Key Component" because without it nothing else is possible. The Key Component is a legally recognized asset the business owns and/or controls and is used in the products customer seek to acquire. The Key Component is the cornerstone of the business b... Read more
First of all, all businesses exist because they own and/or control an asset - the Key Component - that they use in their products/services which customers will seek access to because they provide them a competitive advantage. In other words, the products/services take the uncertainty out of achieving a specific outcome. Therefore, the Key Component is valued because without it the products/service... Read more
Have you ever watched one of those home decoration shows? If you have, then you know one of the most elements to any well designed room is the focal point. The same is true if you watch shows about hotels; people need to have a reason to stay there. Just about everything we do can be done better if everyone knows why they are there. Business is no different.
In all my years of working with busi... Read more
Having divested of businesses before and done my fair share of acquisitions what you want is to have as a clear a set of numbers as possible. Buying branches of a single legal entity often muddies the waters so I advise spinning off the business into a subsidiary before selling it. This also allows you to create a data room that is separate from your on-going business thus maintaining client confi... Read more
All deals start off based on assumptions which some times don't survive reality. If you have empirical information that contradicts those working hypotheses you initially made then by all means speak up!
Just to let you know my own experience in this area, some colleagues of mine worked for months on a deal (c. $500MM) and were close to signing when someone asked me to sit in on the meeting. T... Read more
I assume you are referring to executive coaching so you must be interested in hiring someone who will help you be a better executive. However, the coach you will work best with is one who probably has previous experience in your particular field. For example, I have held CFO, CEO, Board, and Chairman positions in everything from a startup to a market leading subsidiary, division and worldwide HQ o... Read more
The pre-requisite for delegating is trust, which can only develop over a period of time. I recommend a process of testing that starts with low risk tasks and gradually increases in risk over time commensurate with your experience. It is up to the delegator to make their expectations known to the delegatee who should confirm their understanding of what is expected. And, it is up to the delegator to... Read more
American and Japanese business cultures are very different. The first is based on the individual while the second is based on consensus. Consequently, reading your question gave me a chuckle because you are setting out with a mindset that does not take this cultural difference into consideration. You are setting yourself up for a lot more challenges than you need to.
You will have to work very ... Read more
All businesses exist because they own and/or control an asset that can be used in a product or service that provides customers with a competitive advantage. That is, the asset somehow makes the customer's life easier or less uncertain in some way. The busy part of the business involves putting in place processes that make that asset usable to the customer, and managing the risks inherent in the bu... Read more
Training is obviously the best course of action however it can become expensive over the long term and downright value destroy when competition enters the market. It is for this reason that knowledge bases are built. They are't a perfect solution but they do allow for the a more efficient transfer of knowledge than can be gotten from training alone.
Likewise, educating the buyer beforehand can ... Read more
Without saying much, you have spoken volumes. Your company's value is tied up in its name. So much so that you refer to it as a brand which implies that it is so well known in India that it has a value superior to the trademark registration cost posted to your intangible assets on your balance sheet. In other words, you have built brand equity. However, this is in India not in the US.
Consequen... Read more
All businesses exist because they own and/or control an asset that can be used in a product or service that provides customers with a competitive advantage. That is, the asset somehow makes the customer's life easier or less uncertain in some way. The busy part of the business involves putting in place processes that make that asset usable to the customer, and managing the risks inherent in the bu... Read more
From what you wrote, I understand that this acquisition will give your production facilities a higher volume of business by having a greater number of retail outlets. Consequently, you are seeking to improve the return on the investment made in productive capacity instead of in retailing.
Assuming this is the motivation for the acquisition then you may have an undisclosed risk related to the ac... Read more
Lowering labor costs as a percentage of sales might be an arbitrary decision. It assumes there is no difference between your company and your competitors. However, this is rarely the case because businesses are built on a productive asset that varies from business to business. What you want to look at is what is this asset and what is your return on it in comparison to the competition.
Let's lo... Read more
Reorganizations seldom provide the results defined on paper for the simple reason they usually focus on the symptoms and not the causes.
In my practice, I insist my clients organize their companies around the asset owned and/or controlled that provides the customer with a competitive advantage in the market in which the client operates. In other words, the asset is employed in a product/service... Read more
All businesses exist because they own and/or control an asset that can be used in a product or service that provides customers with a competitive advantage. That is, the asset somehow makes the customer's life easier or less uncertain in some way. the busy part of the business involves putting in place processes that make that asset usable to the customer, and managing the risks inherent in the bu... Read more
If your employees are not working together it is not their fault. It is yours. There is a lack of leadership.
Leaders are those individuals amongst us who can show us a less uncertain world, inspiring us to work together to make it a reality. Your employees lack this common vision so they don't see how their colleagues can contribute in any positive way to what they are doing on their little pi... Read more
Men mentoring women. Women mentoring men. Neither is at issue here. The challenge you express is one of expectation. There is an expectation of the conforming to the dominant culture which involves the activities you mention above. Unfortunately, this implies the organization identifying leaders who conform but do not challenge the status quo, thus leaders with no teeth, or non-leaders.
"Leader... Read more
Strategy is defined by two elements:
1. The asset you own and/or control that underpins your business's product/service.
2. The competitive advantage your product/service provides to the customer.
Between these two fixed points are the processes and risks involved in bridging the gap. And, the economics of the transaction which need to cover the cost of capital, return money to investors an... Read more
All businesses exist because they own and/or control an asset that can be used in a product/service which can be acquired by a customer to give them a competitive advantage in the market in which they operate. The goal of the business is to put in place the processes and manage the risks such that the value shared between itself and its client creates an excess that covers the cost of capital, ret... Read more
All businesses exist to provide customers with a competitive advantage. If you focus your meetings on this and on the asset you own and/or control that underpins your company's existence then all discussions can be about process and risk management... Read more
This is one of my more frustrating issues, too. I find business leaders spend way too much time scratching the surface of strategic issues and not nearly enough asking really fundamental questions, like: Why does your business exist? or What risk does the business reduce for the customer and who is the customer?
In my practice, I focus my clients on the very basics of business and build from th... Read more
Alessandro is unique. He has an above average intelligence, which he can apply in versatile ways. He can see way beyond the present in the development of a company and his advice can be critical (and prescient) for taking your business to the next level while avoiding the usual pitfalls. He has helped me to understand business growth and to keep on track with my vision. Since he is such a good listener, he has also helped me to get through the usual start-up anxieties and concentrate on making the most of my business.
Alessandro really does know how to help an entrepreneur focus on critical issues. He mentored me a few times and after such brief exchanges, I felt a strong sense of focus afterwards, and was able, just as importantly, to let go of some other time-wasting issues that were, in fact, mere distractions. I highly recommend him for his consulting skills.
Alessandro is a very detailed person, a wealth of information, bringing vision and insight to your project. Once given the plan, his approach is as if it's his own. He nurtures your ideas, and carefully works with you through to completion.
Alessandro is an experienced, knowledgeable professional. His insight into different aspects of business growth makes him a man of value. I have no hesitations recommending Mr. Daliana.
Alessandro has a unique view of business start-up that is refreshingly simple to understand and implement.
Alessandro brings passion, insight, and a deep understanding of business analysis to his advisory work. He is a committed professional who constantly seeks new ways add value to his clients.
Mr. Daliana is incredibly generous in giving his valuable advice to entrepreneurs. Along with general advice, he provides a no-nonsense plan for the entrepreneur/executive and follows up with them throughout this process. Additionally, he is always open to connecting members of his network if he sees opportunities for collaboration. His management approach is based upon his ROKC (Return on Key Component) theory, which he has written a book about as well. The principles outlined in the book can be applied not only to organizational improvement but also towards personal career growth.
Alessandro has depth of experience to chart you through the difficult situations you come across in work and life. More importantly the conversations are anecdote with examples and situations from own experience which one can then relate and deepen understanding. Alessandro keep challenging your decisions and assumptions in a very subtle but firm mode that you revisit your approaches and long held beliefs. I would recommend Alessandro as your advisor and mentor.
1. Identify the company's legally recognized asset(s) which underpins the business, the Key Component.
2. Identify the customer's struggle with uncertain outcomes.
3. Analyze the specifics of the customer's experience by breaking uncertainties down into categories: physical, emotional, and intellectual.
4. Agree Mission Statement.
5. Map business processes that make the asset(s) available to c... Read more
