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NDIAX, Szczecinska, Gdansk (2026)

23/03/2022

We'd like to tell you about 2 entrepreneurial mistakes that can be avoided straight away.
We continue dealing with the topic of entrepreneurial mistakes and here are two more.

1. Teaching employees by example and moralizing.
You hire a new employee, interview them and they seem to meet the needs of your company.

The next day this employee goes to work, we sit down in front of them and tell them how they should work. You just enumerate their responsibilities, explain how to do this or that, etc.

Such a situation happens online as well.
From the start you see that the employee can't absorb and memorize a large amount of information in an hour or two and they begin to make mistakes. Therefore, you have to spend your time teaching the employee by example and lecturing them on how to do their job.

The important thing here is to write instructions!

2. Thinking that all rules exist only for big companies.
Why can't small companies grow?

Entrepreneurs in small companies often think that since they haven't grown into big companies yet, they can allow their staff to make some mistakes.

We would like to point out that these are not only the mistakes of small companies; there are the mistakes of all companies.

Why do companies become big? Simply because they stop making mistakes when they are still small and start systematizing their business processes. That's how it all works.

23/03/2022

The process of selling services involves three steps:

1. Identify the client's specific objective
2. Interest the client in the sale
3. Make a measurable offer that will generate the client's interest in using the service

Clients come to us because they are interested in our service, they believe they can solve their problems with our help.
Sometimes a client isn't even fully aware of the results they want. Our task is to establish the right contact with a client, ask the right questions in order to understand what kind of solution we can suggest.

Where do entrepreneurs get the idea that they can trust us, that we can help them solve their problems?

Only through our proposal that arouses interest, that gives hope, the expectation that this will be the case. Our job is to give the client a measurable and effective result at the end.

Our brain works in such a way that when we imagine a picture of our perfect world, certain emotions arise and we start to want it or, on the contrary, not want it.

If you don't give a client this clear picture, they are unlikely to want to use your service.

It's like putting together puzzles - firstly, you have to figure out what problem the client wants to solve, and then create a picture, that is, a measurable solution to that problem.

Your measurable outcome should clearly coincide with the client's goal.

23/03/2022

For thousands of years, people have been trying to organize their lives. People love order. Order creates a sense of stability. Stability creates a sense of security.

Now for the non-obvious. The more systematic the processes of your company are, the more your employees will value their place, because they get a sense of security.
The more chaotic the processes of your company are, the more employees would think about leaving it.

If you want to arrange the life of employees in your company, request a consultation :)

23/03/2022

Systematization of the sales and procurement processes.
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Business: designing rooms for events
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Challenges:
- It is not clear who calculates the estimate for the project.
- Procurement of materials for projects is not controlled in any way.
- There is no person in charge of the project budget.
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What has been done:
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1 - The functional responsibilities of each employee are revised. Clearly allocated roles.
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2 - the sales and procurement business processes are described in the regulations. Who does what, when and how.
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3 - The person responsible for the project budget is identified, and KPI for staying within the budget is developed.

23/03/2022

🌀 Case.
Business: trucking services, 90 employees.
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📛 Challenges:
1. Lots of spreadsheets in excel, everything gets into the accounting system with a delay.
2. If the company owner goes away on a business trip - everything goes wrong.
3. The whole office (except the fleet) reports directly to the owner of the business. There are planning meetings every day.
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What came out of it:
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🔹 There was a separate table for the logistician for the routes, and a separate table for the head of the column, where he kept a schedule of technical inspections (TI) and repairs. Every day at the planning meeting, the staff worked out the details and docked the dates. It was decided to "pair" these two tables, so that the logisticians could promptly see the scheduled dates of repairs and maintenance in their tables. The repair schedules are now 2 times a week.
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🔹 The logisticians had a sales plan based on the norm per car and reduced if the car was in need of repair. We revised our approach and started fixing the sales plan. If a car is down for repairs, it is a signal to load other cars with more marginal orders and to fulfil the plan.
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🔹 There was no system to monitor repair costs promptly. Data was recorded very late. We have built in staff activities so that the head of the column now agrees on all repair costs and can see budget overruns in time. The column leader's KPI includes a bonus for adhering to the budget.
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🔹 Started to implement a regulation on matching costs for spare parts - the storekeeper wrote a letter of resignation. Had it not been for our project, this situation would not have come to light. This employee has always had problems with warehouse inventory, but the owner had a hard time parting with him.
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🔹 The email situation was uncovered. Some employees were using personal email for work tasks. This is a risk to the company, if an employee leaves, all information goes with them. Moved everything to corporate emails.
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🔹Developed and implemented regulations, new organisational structure, KPIs.
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🔹Assisted business assistant who took over internal projects. We conducted express training, the employee gained basic skills to support the regulations system.
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😎 Want the same results? Submit an application for a project.

23/03/2022

Seriously, we categorize the entrepreneurs into 4 groups according to how ready they´re to make changes:
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1 - not important and not urgent
These are still in the "let's go" stage, when the company has just started working. There's no time to think much about the system, you have to get clients quickly.
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2 - important but not urgent
The company has grown, it's already becoming difficult to control all 15-20-30 people. Areas of responsibility may not be identified, but we are getting there.
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3 - urgent but not important.
Here's where it gets interesting. The entrepreneur realizes that he needs a system in business processes, regulations and rules. Because when he is on holiday, everything collapses and goes wrong.
The entrepreneur finds an expert, sends an inquiry and arranges a call. But the call is not answered at the appointed time, or 5 minutes in advance this entrepreneur writes "I'm at the meeting and don't know when it will be over".
We don’t imagine this situation as we have been approached by 4 such business owners in the last 2 months. If a person has arranged an important meeting, he will come, or he will warn people in advance and reschedule it. Otherwise, the meeting is unnecessary to him, and so is the project itself.

4 - urgent and important
These entrepreneurs are our favourites. Calling clearly on time, willing to do things quickly. The fact is that they are tired of chaos and uncertainty: it is not clear who is responsible for what, everyone is doing everything or nothing. And the entrepreneur understands that if he doesn't systematize the processes now, his business won’t be able to grow further.
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And back to the topic of the post.
We don't work with group 1, 2 and 3. Why? Simply because they don't need business process systematization.

23/03/2022

We often work with small businesses. And almost everyone has one of the following problems. Check:

1. In small companies tasks are set verbally and results are asked 'on the run'. Therefore, tasks are not always accomplished and are difficult to monitor.
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2. Managers often try to write their own rules. In fact, they rarely manage to do this effectively. Either the project takes a long time and there is no end in sight, or the regulations do not work.
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3. Operative issues are solved only with the director involved.
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4. Agreements are not usually recorded in writing, so there are phrases of "you didn't say that" or "I don't remember that".
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5. The owner of a company is not a systematic person ("I have chaos in my head").
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6. Recruiting new employees is terrifying: wrong people come in, a lot of time is spent on training, and employees leave before their probationary period is over.
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7. All employees report directly to the director who cannot even go on a business trip.
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8. Everyone does everything in their own way, that's why their actions are ineffective.
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9. There is no process management system and some of the business functions are missing.
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10. Scaling up without a system leads to chaos and a busy manager.

23/03/2022

The world is changing. New employees ask for regulations on their first day, and become disappointed if there are no regulations.
It may seem strange but the fact. Our clients will confirm.
First reason is that employees possibly worked for another company under clear rules and were quite happy with it, so this picture of the world becomes familiar.
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Second reason is that employees value their time. Do you know the advantage of a document over a verbal narrative? A document is always a summary.
Compare the time of reading a document with the time of listening to the recording.
In our opinion, reading is faster.

23/03/2022

No one knows when the gun hanging on the wall will shoot.
But it might? Yes.
That's the risk. The thing is that you never know when it will happen and what it will cause.
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For some reason little attention is paid to risk management in companies, especially the small ones. Everyone often says that they do not see the point and do not want to spend time on it. We will help you to figure it out.
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On the one hand, it is indeed easier for a small business to reorganize itself in the event of a crisis than for a large holding company with a bunch of departments.
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On the other hand, why not foresee the risks and make the right decisions in advance?
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Prepare a financial cushion for payroll in a crisis.
Establish a pay-for-performance system.
Diversify your business (clients, marketplaces, suppliers, payment systems, etc.).
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This is only a small part of what needs to be foreseen in case of risk.

23/03/2022

Inconsistencies in business processes, or where problems stem from.
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The other day we described the warehouse process, checked it with the client and agreed on the regulations.
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Then we started to describe the sales process and found out the following: information about the shipment process that we got from the sales department and logistician is different from that of the storekeeper.
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1 - each side uses different document names.
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2 – employees of the warehouse think that the actions are carried out by the sales manager, but in fact they´re carried out by another employee.
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The situation is uneasy.
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Our project work is not about writing down what the employees of our clients tell us.
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What makes our work unique is that we see these inconsistencies and create the same picture for everyone.
We clarify who does what in the same wording with the same names, so that everyone speaks the same language and understands the process in the same way.
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This is how we put processes together from hundreds of puzzles, among which there are unnecessary ones.

In short, we don't work with people who are NOT READY to systematize business processes.
That's it, split up.

17/03/2022

Why don't employees and managers use documents?
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Imagine a company. When it was formed, corporate system documents were created internally to regulate and systematize business processes.
At first, they were used: looked at, read, executed....

As time passed, people forgot about all these documents, or they were not fully implemented. Inside the company there is chaos and confusion.

Based on many years of experience, our specialists have identified the main reasons for not using documents:

- employee misunderstanding;
- overburdening the team with other tasks;
- sloppiness;
- lack of team involvement;
- complex standards;
- no system to implement standards in practice;
- poorly aligned management;
- lack of regularity and supervision by managers;
- documents can’t be used in reality.

NDIAX

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