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Developing Businesses

Paradox Strategic Management understands the complexities, issues and ongoing challenges faced by developing businesses both large and small.

Developing businesses often require small incremental changes and sometimes the unintended discontinuation of some aspect or part(s) in order to manage growth. This is particularly so when the business founder(s) are more lifestyle focussed and become content with the scale and scope of business growth so long as they remain in control. Growth in this way is quite normal. 

Some organisations may be experiencing growth as a consequence of market proliferation resulting in increased personnel numbers and the need to invest in additional resources such as property, plant and equipment. Such investments typically require a step-up in the organisation’s knowledge curve and may be the result of deliberate management decisions stemming from key stakeholder expectations. Moreover, managers and leaders of developing organisations are likely to continuously renew their resource base and strive to keep abreast of constantly evolving market conditions.

Whether large or small, developing businesses are continuously challenged and while change is often manageable, developing firms typically struggle when the rate of change exceeds the firm’s existing competencies and capabilities. Consequently, dramatic swings in capacity occur which can cause undesirable effects not limited to lost revenues, weakened market share, poor team member moral, financial suffering and in some cases even insolvency.

Studies show that developing businesses are more likely to achieve success when strategic and developmental initiatives are well thought out, carefully planned and implemented. In order for your business to develop sustainably, we recommend you embrace our offerings in any or all of the following areas;

  • Governance formulation and advisory (Board of directors establishment, board composition, size and scope with ‘duality’ and ‘stewardship’ considerations, conflicts of interest, director succession, governance charters and mandates, audit-, risk-, reserves-, health and safety-, people development-, remuneration and other sub-committee formulation and charters, CEO and management delegation and authorities, corporate-, social- and environmental-responsibility statements of intent, ethics and whistle-blowing mechanisms, organisational purpose recognition)
  • Strategic planning (Learn how to synthesise ten core strategic paradoxes, evaluate strategies, perform industry and value-chain analysis, recognise and develop core competencies and position to create competitive advantages. Identify and develop values and performance recognition, mission and a long term vision. Understand business level and corporate level strategic choices and consider issues relating to networks, partnerships and alliances, organisational structure and control, merger and/or acquisitions and global strategies)
  • Business development (Identification of significant value added opportunities, technology transitions, satisfying ‘real’ market needs, customer life-cycle analysis,  exploiting competitive weaknesses, managing intellectual property, creating ‘causal ambiguity’, organisational delivery-form selection, benchmarking, managing risks and uncertainties, scenario planning and business modelling)
  • Change management (Harness change agency facilitation and/ or control, evaluate types and paths of change, formulaic v’s contextual change design, paradigmatic shifts, the change kaleidoscope, current-, transition- and future states, implementation choices, change targets, style, levers, roles, interventions, attitudes v’s behaviours, monitoring, communicating and resourcing)
  • Marketing and sales (Strategic considerations, sales development, customer connections, brand equity development, product and service offerings, developing value for long term growth and holistic achievements, environmental research and analysis, demand forecasting, building customer equity, consumer and segmentation targeting, competitive positioning, pricing, distribution, communicating advertising, sales promotions, events, experiences, public relations, personally communicating direct and interactive marketing, word of mouth, personal selling and international considerations) 
  • People and organisational behaviour (Development of strong leadership, intellectual capital, alignment of individuals with structural, internal and external environments, teams and the organisation as a whole, understanding individual behaviours and processes, organisational perceptions and learning, attitudes and emotions in the workplace, workplace motivation, performance application, stress management and well-being, team dynamics and high performance enhancement, communication,  power and influence, conflicts and negotiation, structural design, cultural integration, change agency and succession planning)
  • Finance (Development of financial information for value creation, cost-driver identification and systems management, activity-based costing, variable-costing, throughput accounting, measuring for activity and process decisions, pricing and product/service planning provisions, measuring value-chain performance, financial management behaviours, balanced scorecard development, variance analysis, budgeting and forecasting, break-even analysis, investment and asset planning, derivative and foreign currency planning, capital raising, determining required-rates-of-return (ROR) capital-asset-pricing (CAPM) and ‘arbitrage’, net-present-value (NPV)-, return-on-investment (ROI)-, internal-rate-of-return (IRR)- and investment payback analysis, debt and equity instrument planning, dividend and share-buy-back policies, determining and leveraging the weighted-average-cost-of-capital (WACC), risk- returns and premiums, portfolio evaluation and planning, diversification opportunities, macro-economic and industry benchmarking and analysis, fundamental and systemic considerations, equity valuations, taxation and inflation considerations, insolvency and risk exposure) 

    * It is important to distinguish the difference between financial and managerial accounting. Paradox is not a financial accounting firm. Our accounting expertise are management focussed, meaning we concentrate on real-time subjective planning, organising and controlling of financially subjective matters  to determine current and future needs . We will work with your financial and taxation accountants/ team to enhance the integration between external reporting, regulatory compliance and internal-organisational and other stakeholder needs.
  • Operations and logistics (Environmental-, input-, transformation- and output considerations, quality, functionality, dependability, speed, costs and productivity, customisation v’s commoditisation, global v’s local considerations, aggregated and fragmented production and service process planning and design, product/service discretion, continuous-processing, flow-shops, job-shops, work-cells, cost-volume-distance modelling, manufacturing technology considerations, Six Sigma and DMAIC improvement processes, short and long term capacity and location planning, qualitative and quantitative forecasting, scheduling, supply chain planning and development, information technology considerations, inventory management, materials requirements, enterprise resource planning, ‘constraint’ and ‘lean’ theories, internal and external accreditation, capacity and location planning,  ‘pure’ servicing, schedule management, workforce considerations, maintenance, projects management, variance management, managing risks)

Strategic renewal:
The strategic process that emphasises static and fluid periods of change in order to make adjustments for success relative to an organisation’s environmental and resource demands.

Business development:
The integrated formulation and execution of plans and strategies that enable performance and situational improvements to financial, customer, organisational and people development.

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