Risk Decay, a bias in how humans see large risk events, can have a major impact when building a business that can last 100+ years.
Protecting against this is hard, but here is a way that lowers the chance of it ruining your business...
Risk Decay is the idea that our perspective of our vulnerability to a risk declines as that risk falls further and further into history.
When a major risk occurs, it is in our face, emotions and all.
Following preventive measures and spending money on risk mitigation are no problem.
As time progresses, the idea of that risk fade from memory.
However, the costs stay constant.
So the risk/reward payoff diminishes due to our changing perspective.
To adjust for our new lens, we reduce investment and perspective over time.
Eventually all but eliminating the preventive measures put in place.
All in time for a new risk event that has the same outcome as before, regardless of the preparation to avoid the next time around.
Doing a Disaster Post-Mortem which helps future leaders and readers understand
* The context of the event
* The facts of the event
* The EMOTIONS of the event (and loss)
* The problem assessment and solution brainstorm
* The solutions chosen and how you arrived at them
These post-mortems can help future leaders tie into and associate with the preventative measures, and re-enforce their effectiveness through continued support.
Just because you need to submit financials in GAAP, doesn't mean its the best way to look at your financials.
I have been teaching an alternative method of breaking down your finances that allows you to see 1. How the machine runs 2. How well it is doing
Here is how. 👇🏼
1. The realization buried in this technique is that you have two machines running at all times 1. operational machine 2. finance machine
The finance machine is leveraging up and down your operational machine.
So we need to separate these to better analyze
Separating these components has the additional benefit of making forecasts and analysis more accurate given less volatility in the individual components than the combined.
The problem for many of the businesses I have talk to lately is not generating demand for product and services, but having the resources and ability to capture more of the already existing demand.
There are a number of ways to do this...
1. Lower time needed on current clients.
- Lower time needed per client by 20%
- Use that extra 20% to take on more clients with no additional costs
How: Look at automation, no code, augmentation, better data, less manual process
2. Lower lead-to-close cycle
- Lower cost needed to do a full sales/service cycle
- Use that cost to pay for outsourced help on major bottlenecks (or hire internally)
How: look at process and systems, use theory of constraints, try to halve all process and wait times.