Seeking Clarity in Uncertain Times

Written by David Brewster


'Clarity' is one of those rare words inrepparttar English language that is so basic, so fundamental, it virtually defines itself. We know when we have it but it can be very elusive. Most importantly, it is something we need - in our lives and our businesses - if we wish to move forward.

Clarity is essential to progress on a number of levels:

- We need enough clarity of 'now' in order to afford ourselvesrepparttar 106400 luxury of looking forward. Not understanding where we are is like remaining in idle while we try to work out whatrepparttar 106401 rattle is underrepparttar 106402 bonnet.

- We need enough clarity of 'where' in order to move confidently inrepparttar 106403 right direction. 'Where' doesn't need to be a sharply defined beacon, clearly visible downrepparttar 106404 road, but it does need to be bright enough to distinguish itself in a fog.

- We need enough clarity of 'how' to be able to judge which side-routes will take us forward and which won't. We will be tempted by numerous attractive detours alongrepparttar 106405 way; we need to make sure that those we take also move us forward.

There is a nice paradox about clarity. Onrepparttar 106406 one hand, crystal-clear clarity has a habit of replacing long-standing angst, puzzlement or confusion instantly and without warning. Remember trying to get your head around some maths or science concept at school, when suddenlyrepparttar 106407 penny drops and you wonder how you ever missedrepparttar 106408 point inrepparttar 106409 first place!

Onrepparttar 106410 other hand, clarity about 'real world' situations is seldom absolute. The world is too complex. It is all humanity mixed with systems mixed with uncertainty. Just when we thinkrepparttar 106411 picture is becoming clear, someone movesrepparttar 106412 antenna and we find ourselves snowed in again.

Systems for Simplicity: What any Business can learn from McDonald's

Written by David Brewster


Open any book onrepparttar subject of building effective business systems and you are sure to find McDonald's used as a prime example. Now their food mightn't be to everyones' liking, but it has one outstanding characteristic: it is entirely predictable. And few could argue that they haven't been successful.

Consider this: in less than fifty years, McDonald's have built over 29,000 stores based on a very robust system. If you didn't likerepparttar 106399 Big Mac you had in Moscow, you can be sure you would equally dislikerepparttar 106400 Big Macs you might have in Madrid, Melbourne or Manila.

Of course, McDonalds have it easy. Their business has never been about their food - it has always been about their systems. It isrepparttar 106401 sameness of their food, rather than its originality, which is what their customers expect. So it is sameness that they deliver.

Which is hardly what most of us are looking to provide, is it? We are selling a product or a service - not a 'system'. Our creativity, our unique approach, our flexibility to customer needs - these are what we are selling. The McDonald's approach seems anathema.

The reality is that systems have a place in every business because, used properly, they can help us achieve something that every business wants: efficiency and happy customers.

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