Investment

4-way_investHow is your workplace investment portfolio?  What are your expectations for return?

Have you invested too much, too little, or just the right amount in people, key relationships, team development, leadership training and business intelligence systems?  Compared to what?

How will you measure, monitor and modify these allocations over time … to keep current? How often do you re-assess?

We all invest our time and energy, sometimes even put cash on the line, in what we expect will produce commensurate rewards. Organizations invest various types of capital — such allocations are one of the main functions of management — with similar reasoning and intended results. What are the strategic investments that would likely have a multiplier effect … deliver the most benefits?

Some key considerations:
  1. What performance gaps or new challenges is your organization now facing?
    • Productivity goals seem even more difficult to reach in the current economy
    • Access to social capital, a trained workforce, good customers …
    • New competitors entering the market, driving down costs
    • Regulatory changes or other external pressures?
  2. How are the team’s people skills inspiring excellence or limiting performance?
    • Who are the key leaders that, despite being technically strong, lack emotional intelligence?
    • What would most help sales productivity?
    • Are incentive systems designed to reward the “soft stuff” (teamwork, risk-taking, learning, recognition for committed effort no matter what the actual results) as well as a balance of fiscal measures?
  3. How well do people work across different styles and cultures, with regional or international counterparts?  For example, has there been training in non-verbal communication?
  4. When we ask our people to commit (invest in the results they are held accountable for delivering), do we adequately support them in making those investments?  How committed are we?  What are the measures the indicate “success”?
  5. What strategic investments will likely have a ripple effect throughout the entire organization?  What is the key that would unlock seemingly unrelated areas and begin an upward spiral of improvements?
    Some might also call this a “critical success factor” … measured by key performance indicators.
    Whatever you call it, asking this question of leaders has them digging deep for possible answers, setting a higher standard than status quo goal achievement.

Principal consultant Daniel Robin understands investment. Since 1996, he has built a successful financial services consulting firm called In3 Group (original name “Integrated Investments Int’l”).  Now certified by Moody’s Analytics in finance fundamentals, Mr. Robin has advised and successfully invested his own capital in early stage ventures, assists private and institutional investors with their funding decisions, and has chaired international conferences, keynoted and taught popular programs in entrepreneurship and investment (see speaking history, or refer to description of Investing for Sustainability) at Monterey Institute of International Studies (MIIS) in California.

MIIS offers a top-10 ranked MBA program (Fisher Int’l MBA) at the Graduate School of International Policy and Management, where Daniel has taught since 2006.

Daniel brings this expertise to the full complement of services offered here (consulting, coaching, facilitation and training programs) to instill entrepreneurial acumen throughout the organization.

Consider a brief initial assessment conversation that itself can pay dividends:  What investments are you now making? What new investments or reallocation might make a significant difference in the coming years?

Contact us to set up this important first step.