We must ask ourselves ‘What is managerial output? In reality, a managers output can only be measured by the performance of his subordinates.

As a business consultant skilled in business development and improvement my approach consistently generates a capacity within organisations to achieve and maintain high levels of competitiveness in a global context.

This approach is of vital importance when operating in challenging, volatile domestic and international markets.

As a director/consultant of a company, I can affect output through direct subordinates by assisting them develop and manage strategic executive activities and utilise those activities in support of Managerial Leverage.

Each time a manager imparts his/her knowledge to a group then the leverage value is high as members of that group will carry what they learn to many others. Delegation and the efficient and effective use of others in the business is also a powerful leverage strategy.

One of my most effective strategic initiatives is to impart known success approaches and to also consult and advise through the mistakes I have made. In Australia today there is simply no necessity to re-invent the wheel. There are many success stories out there that can be utilised to fast track enterprises to sustainable growth and profit.

There are many executives around today who are well qualified academically but are simply unable to relate to employees at all levels due to them having no experience at the ‘coal-face’ or through being there and making it happen.

It is time that Australian business realises that their full potential will only be attained through calling on skilled older executives who have a background of success supported by ‘best practice’ concepts from around the world.

It does not matter what your business is, although the products and processes may differ, the principles of business success are all the same.

Business management and leverage success can be measured by the relevant outputs of your organisation including the organisations you can influence.

As a successful business consultant I hold client needs as a paramount element of strategic direction. Businesses are built on the understanding that sustainable relationships are the foundation of mutual success and to help a business get back into growth and profit I simply look at five (5) key areas.

  1. Products – To what extent do your products differentiate from the competition and which of them are the profit contributors to the business?
  2. Processes – How well do your processes stack up for continuous improvement and how well do they meet on-going price demands?
  3. People – Are your people trained, accountable and motivated?
  4. Premises – Do they enhance and project an image which exceeds market expectations?
  5. Performance – How effective is performance measured and are outcomes adequately articulated?

Leverage for business improvement can also be achieved by ensuring R&D is an integral part of your annual strategic intent and to also look at tax concession incentives relative to annual improvement in product and plant performances.