By Tom Richardson and Augusto Vidaurreta
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Additional info for Business Is a Contact Sport
What do we want to stand for in our industry, in the community, and beyond? Which values do we want to project most forcefully to our stakeholders? Success Factors: ■ What does the business need in human resources, skills, and organizational culture to meet these goals? ■ Which tangible resources—cash, equipment, IT infrastructure, plant, land, and transportation—do we have, and which do we need to acquire to reach our goals? By when do we need them? ■ What must we know about the market, the competition, and the business environment that we do not know now?
PRINCIPLE #1: SEE RELATIONSHIPS AS VALUABLE ASSETS ❘ 23 PRINCIPLE #2: DEVELOP A GAME PLAN Typically on Sunday night after a game, the offensive coaches go into one room to view reels of the next opponent’s defense. The defensive coaches are in another room looking at the upcoming rival’s offense. Each play is charted: down, yards to go, offensive and defensive formations …. The coaches use this information in putting together the game plan, which, for all the mysticism that surrounds it, is nothing more than a list of plays and defenses that are expected to work in certain situations.
We developed opportunities to speak to students on campus in forums on business and technology subjects, and one of us taught several classes in project management as a guest lecturer. When we hired a recent graduate, we made him part of the team that maintained the relationship with that university. They called their professors as well as students who were going to graduate in the PRINCIPLE #2: DEVELOP A GAME PLAN ❘ 33 next class and told them that we would be recruiting on campus the following week and that they should definitely stop by to meet us.
Business Is a Contact Sport by Tom Richardson and Augusto Vidaurreta