process

Small businesses need a different approach to transitions, or even change management in general. Layering technology and SOPs onto shaky foundations can cause more harm than good. Strategic coherence, or the lack thereof, however, is a widely shared source of inertia in an SMB. From vision to mission, investment thesis to strategic plan, all resources, tools and spirit must be aligned to achieve--and they rarely are. Scout Capital gets in the trenches, shoulder to shoulder, to unearth the disjointed and deliver breakthroughs.

01/

get personal

Context matters. Each stakeholder has a story to tell and an explanation for why things are as they are. Dreams, promises and expectations can be either wings or anchors.

Step one is lots of chats. With everyone.

(We should mention, on Scout's nickel.)

02/

get dirty

Data, data, data. What data? Data challenges in small business are no secret but the costs of bad data can be.

Step two is reviewing lots of data and assessing quality of the data chain.

(Yep, still on Scout's nickel.)

03/

size the opportunity

Getting dirty will reveal some unexpected root causes of underperformance and strategic misalignment as well as highlight untapped sources of value.

Step three is estimating achievable upside and getting agreement on priorities.

(Believe it or not, still on Scout's nickel.)

04/

skin in the game

All teams need trust and commitment to evolve and flourish. Shared risk | reward gives Scout a seat at the family table.

Step four is structuring Scout's role and investment. Leader, coach, Chief Whatever Officer. Performance based compensation, equity, phantom equity and/or co-investment. Bespoke, always.

05/

get real

Whatever the performance gap, a new frame is a catalyst. Myth busting and disposal of once sacred but faulty heuristics are essential

Step five is agreement on new baselines, metrics and achievable stretch targets. Anchors aweigh.

06/

do the work

Breathing the same air, being in the trenches, staying intimate.

Step six is doing the work, establishing feedback loops and reporting practices and tracking progress. Value delivered.