Tag Archives: leading operations

Case Study: Cracking the Execution Code at Compusearch Software Systems

WWW

Compusearch  (now Unison) was a visionary company with visionary goals. But, as often happens with visionary companies, focus on a long-term strategy to revolutionize a market can mean that near-term execution and operationalization can suffer, creating barriers to growth.

In Compusearch’s case, the company had set out to transform how federal government agencies procure and contract for goods and services.

From its founding in 1983, the company used state-of-the-art software design and development to provide solutions that streamlined and automated key steps in government procurement, purchasing, and contract management.

In 2005, the company arrived at a strategic decision point. The company’s team of owner-operators decided to sell the company and retire. The new owner, private equity firm The Carlyle Group (Carlyle), saw immense potential in the company and its pedigree of quality innovation. 

But Carlyle also saw that the change in ownership was an ideal time to assess how the organization operated and to upgrade to more effective strategy execution and operations maturity. Maturing operations turned out to be essential to achieving the goal to double revenue and increase margins to realize a 4X return on invested capital within five years.

Continue reading Case Study: Cracking the Execution Code at Compusearch Software Systems

How to run successful Operating Meetings.

An IntelliVen CEO client recently put it this way: “It s easy to make great progress when you weren’t doing much in the first place” when commenting on the lift in performance experienced after tweaking the approach to running his organization’s weekly Operating Group Meeting.

The motivation was to stop wasting countless hours discussing philosophical and theoretical matters that had little-to-nothing to do with operations and that kept them from getting important work done in their operating meeting up to that point.

The point of his Haiku-like phrasing is that it is not hard to run an organization better…but you do have to work at it.

Every meeting needs to be thought through to get clear why it is being held, what it is to produce, how it will be accomplished, and what outcomes are to be generated (see: How to Run a Great Meeting). A good approach for Operating Group Meetings is for the organization’s leader (e.g., CEO, unit leader, initiative leader, project manager, etc.) to have each functional leader (e.g., head of engineering, head of marketing, etc.) present in literally just a few minutes: