Edge Techniques

The Edge Team has assembled a number of management techniques to analyze business culture, orientation, sustainable growth and where problems lurk. There are more than a hundred that we use in our analysis. Some of the more popular are:  

Internal Vs External Focus

The simplest way to identify whether your business is focused internally on your processes or externally on the customer is to calculate the percentage of employees that have been issued business cards. Edge has a database that tracks this statistic by industry, and part of our process is to rank your company against other companies in your industry to identify where you rank. .

Consistency of Approach

Another way to measure internal versus external focus is to assemble every piece of printed material a company uses (letterhead and envelopes, business cards, quotations, purchase orders, invoices, brochures)   lay them out on a conference table and  categorize them as to whether they are serving the company or helping the customer.

Sustainable Growth Calculator

Each business has a growth that it can sustain from within its own internal resources. Based upon a financial formula that looks at vendors, margins, receivables and overhead, Edge calculates the growth that that company can sustain without additional external funding or investment. 

Major responsibilities/Success Descriptions

Many companies flounder in putting together job descriptions. The problem is that they tend to be generic and, except in very large organizations where there are tens or hundreds of people doing the same exact job, they have little value. Edge has solved this problem by designing a program that replaces traditional job descriptions with a definition of the major responsibilities expected from each function and, more importantly, what constitutes success in each area.      

Mission statement out. Vision statement in

All too often mission statements are a blinding glimpse of the obvious. While it is true that they may sometimes redefine what a business actually does, all too often they are repetitive mantras that cite excellent service, love of their customers and so on. What most emerging businesses really need is a vision statement that sets out their goals rather than their tactics.     

Potential Improvement Plan

However good you may think your operation, there is always room for improvement if you can motivate your employees to buy in the value proposition that the business depends upon how they perform. Continuous improvement is a culture issue rather than a quick fix, but Edge has developed a program to help management design and install meaningful programs. These programs work best when incentivized, and are generally combined with Edge’s Incentive/ gainsharing program

Implications Wheel

Decision-making becomes complex when you lack the quality time to put into the process. The Implications wheel is a brainstorming technique that involves all management layers in a way that generates concrete results quickly.    

Cannibalize Your Business

The trends that you see attacking your customer base – the endless journey that products and services take from custom to commodity-must be addressed. If you fail to set up alternative business models, somebody else will. If you lack the courage to cannibalize your business, then sit back and watch as it erodes. 

Achievement, not Attendance

Edge puts in systems to measure effectiveness rather than attendance. Your organization probably already knows who accomplishes and who does not. The problem is that they don’t tell you – and then blame you for doing nothing about it.