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Published on Mar 21, 2012
Have you made several business changes over the years but find your market share still slipping? Are you constantly making excuses to avoid addressing the high price tag and inefficiencies of your full-time regular workforce? Are you afraid to eliminate any of your sacred cows?
Imagine if your business was running at peak efficiency. Less micromanaging - more time concentrating on business strategy - You could even walk out your office doors at 5. All this can be achieved if you have trustworthy partners handling all your non-core functions.
How do you decide what is a core and non-core function of your company? Take a hands-on approach, review each function, process, and activity yourself. Which activities would you invest in to become more competitive? (Draw equipment and automation, sales and marketing, mergers and acquisitions, or R&D and innovation)
You will find that sometimes as few as 50 percent of your current jobs, processes, and functions could be classified as core. And the other percentages of non-core activities are candidates for outsourcing to third-party providers.
Many leaders continue to follow their same old business blueprint because their packed schedules don't afford them the time to design a new one. And the truth is companies need a new business blueprint: that's where MAU helps.
Sometimes it takes an outside perspective to jolt executives into shifting away from dated, inefficient models and toward a lean one centered on value-added core activities.
Enter into the Innovative Workforce Model -- A Three Tiered Workforce consisting of Full-time employees, temporary workers, and outsourced partners.
If you follow this model you will increase capacity, capability, and—most importantly—the focus that organizations need to succeed in the twenty-first century.
Companies that can clearly differentiate between their core functions and those they can turn over to third parties will realize a competitive advantage and have a successful blueprint for competing in today's global economy.
Malcolm Gladwell of "Outliers" describes the 10,000 hour rule as a way of reaching competitive excellence, personally or corporately, through a relentless focus on a core talent or uniqueness.
For instance, Bill Joy, co founder of Unix, estimated 10,000 hours of personal programming since he was a teenager before his company took off. By the time The Beatles topped the charts it's estimated they invested over 10k hours in live performances, and Bill Gates accredits his success around the 10K rule as well.
So identify your core functions and then pursue your "10,000 hour rule" excellence by only focusing on those core functions. And the even better news is while you sharpen your focus, your trusted outsourced partners apply that"10k hour rule" focus on your non-core functions and processes.
Now you're committed to making your entire organization operate with a "10,000 hour rule" - core focus.
It's a journey and MAU wants to encourage you. We want to make you as good as Bill Joy, the Beatles, or Bill Gates.