What's In A Winning System?


In this issue ....


  • Keys to getting to a system

  • 454 words, a less than 3 minute read.


We probably can harken back to the early days of the Green Bay Packers, even remember the Celtics run, the Bulls or Lakers, those damn Yankees and probably appreciated what the New England Patriots have done in the more recent decades. Immediately you think of great players. But, behind every championship dynasty there is a system of winning. Things are not left to chance and the coaches get the most from their respective talent.

This means, shucking individualism for the greater good of the team, the pieces of the team gel to produce amazing results.

In business it’s no different. Coaches don’t play. Players do. But coaches can get the most out of their players. The system ties it all together. No system: and it quickly becomes a sand lot game.

Having a system for sales to revenue conversion is the baseline game. Making sure sales mix, margins, pay levels, expenses and overhead are in line takes a system. Keeping cash, accounts receivable, inventory in line takes a system. When the system is not followed it creates chaos, disruption and poorer results.

When the system is people dependent it typically does not sustain itself. The process of affecting proposal activity & pricing conformance, the process of planning workloads and keeping the pipeline full, the process of project management: people and product flow, the process of request for payments & collection, the process of purchasing to minimize slowdowns but minimize carry levels too, the process for addressing unexpected events, the process of finishing on time and inside budget and the process of excellent client communications and response are just some of the requirements of having a winning system. Lack of discipline in any of these areas causes organizational ripples that disrupt, cause waste and frustration with team members.

Consider writing the steps down for these 7 processes:

i. Proposal/Pricing Process ii. Forecasting/Scheduling Process iii. Request for Payments/ Collections Process iv. Purchasing/Inventory Control Process v. Production MGMT Process vi. Unexpected Event Process vii. Client Response Process

Each process should have a stated objective (the why), identify who is responsible, identify all steps to be taken, provide metrics that define success, have continual buy-in from the team and be subject to review and improvement.

Processes must be a living mainstream part of what you do, not a sidelined reference document. They are not typically a 20-step instruction guide, most will involve far fewer but more important steps.

Click here if you see a need for a starting template. If you have such a document and are willing to share, thanks for elevating everyone’s game.

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