Venture logistics indeed12/19/2023 Much depends on preparedness-on having an array of strategic assets in place, along with the capabilities and leadership support for using them. For example, to manage poor market fit, a company can actively test new offerings with customers before the launch. Some also singled out internal clashes over the company’s direction, insufficient available funding, or the inability to recruit essential talent.Ĭompanies with a record of sustained business building have shown they can address these factors, often in the early stages of a project. Survey respondents generally attributed failures to externally driven factors: a poor market fit for their product or service, or the nonviability of the business model. In short, making business building an immediate priority is no guarantee of long-term success. Even after a successful launch, they are not sure they could do it again-and thus they miss opportunities for further expansion. While they have produced a few new businesses, they have not developed a consistent track record of business building. Yet a closer look at the survey reveals a gap between individual efforts and sustained viability: Only 52% of the respondents said their companies are well-prepared to pursue new high-growth opportunities. Most of these company leaders said their business-building efforts were successful. More than a quarter of these companies’ annual revenue is typically invested in launching, acquiring, or colaunching startup ventures. Their companies have pursued, on average, five new high-growth opportunities each year since 2021. Of the executives surveyed, 73% said that business building is a major priority for them, and their actions confirm it. The findings show that companies are investing heavily in high-growth opportunities of this sort. Priorities and PreparednessīCG X recently surveyed more than 1,000 senior leaders in 17 countries about their business-building efforts. Company leaders can feel confident about business building-if they follow a playbook based on proven results. But digital capabilities can change the odds. This might sound risky, since many businesses fail. It involves finding new growth potential in existing capabilities-becoming, in effect, a continuous business-building company. Technology, Media, and TelecommunicationsĪ company that builds businesses can repeatedly create high-growth opportunities.īusiness building does not mean abandoning the stability of the core business.However, bad drivers are being catered to on first shift and good drivers are told to be quiet and wait. There is waiting list of good drivers waiting to go to first shift. This is an example of bad workers not being held accountable. If other workers do not do their job and cause you to do more work, that is ok with management. You can be pulled from your shuttle position and told to spotter another account and can be disciplined if you say no. This is unfair to drivers that are told they will stay in Lafayette, then have to run a load somewhere else in the state or next state over. You can be pulled off one account and told to work with another one. Drivers are not held accountable if they trash the interior of the truck or leave you with a flat tire, even though they “post tripped” and stopped working 15 minutes before their shifts ends to do so. Preventative maintenance is not in Ventures vocabulary on this account. Yes, they are picky with spotter trucks They claim it is by incident, but this is untrue. All tractors including the spotter trucks have forward and driver facing cameras. They only want to have drivers on shifts other than theirs, blamed and disciplined. Managers holding drivers accountable is non existent. However, it is one of those places where they don’t care what the bad workers are doing. Plenty of overtime if you are willing to work. The hourly rate is good for the type of work Venture does.
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