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. Image
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. Image
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. Image
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.

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More from @joshuamschultz

6 Jan
Why talking to your people is the most important thing you can do!

For a new acquisition, there's a general template I follow for the 1st 100 days.

The Number One point on that list is PEOPLE

I have failed this once, and succeeded once, let me share why this is most important.
1. You are in spreadsheet mode

When working on a new acquisition you are in the numbers and in the models.

Net working capital true-up
First 6 mo cash flow
Valuation multiple
Realizable EBITDA
etc

Many new acquirers don't come out of this, and lose customers, employees, and $$
2. Verifying the Model

Post acquisition, you are verifying the model in realtime, adjusting, making sure you are good with the bank, investors, yourself.

You are checking actual expenses to see if they match.

Perhaps you are implementing a few easy cost cuts.

People!
Read 18 tweets
31 Dec 20
Matt is hitting the nail in the head here.

While growing a fastener distributor biz, I learned to code, built a custom ERP, learned machine learning, all while applying it to my business(s).

The combo is 100x
Some of the past assumptions on how to run a biz melt away when you understand the tools out there, and can build anything you want.

But

Just because it’s cool, will automate, or can be built doesn’t mean it should. Many tech assumptions melt away too.
Here is a few things I learned while building niche vertical tech software for a few different industries...
Read 22 tweets
28 Dec 20
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.

So let's start...
Read 22 tweets
22 Dec 20
Did the worst thing you can do in my business yesterday.

Customer ran out of parts - what we call "Line Down".

The number one rule is don't ever cause a line down

The only thing that matters in a parts business is

OTD and PPM

passing quality, and on time!

Some lessons >
1. When a major problem occurs, you should be constantly communicating with the customer. This is the. most. important. thing.

Whether there is news or not, share updates, share what you're working on, share what's working and what's not.

Be Transparent and constantly sharing
2. Dive in past the issue. We ran out of a part, but why? You can use the classic 5Why approach.

In this case it was:

1. a faulty warehouse report
2. an algo missing data
3. an incorrect use of the systems
4. untrained personnel.

All my problem.
Read 12 tweets
16 Dec 20
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.
Read 8 tweets
15 Dec 20
How to innovate -> an example

This is a video on friction welding, a process made useful in 1991. (I love manufacturing).

The learning opportunity here is how Rajiv took a side-effect of the process and developed entirely new uses of the method!

Innovation often starts with a curiosity, or an already known/used idea.

As those excited to "play" with that idea have fun and research, they notice side effects, 2nd order effects, and ulterior applications.

Innovation.
This type of thing can change the trajectory of any company - even in welding.

It can't be systematized, ordered, or gamed.

It must be.... "allowed"
Read 6 tweets

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