In the last edition of Vox World, I introduced the overriding company goal of optimizing the organization for continual and sustainable growth while readying the firm to go public.  The primary model to achieve this goal rests on three fundamental approaches:  Building the Infrastructure, Growing the Business, and Building the Business.

These approaches must be firmly guided by the principle of Efficiency and Effectiveness; namely where is the best opportunity to invest the dollar (that can be cash and/or that can be an investment in other forms such a human capital) that will yield the largest possible return.

When we discuss Building the Infrastructure, we really focus on the internal levers that make the organization function.  We look at optimization where needed and transformation where necessary to align our internal mechanics to the business goals.  Key deliverables such as re-aligning the organizational model to fit our expansion and growth, applying the necessary processes and practices needed to instill discipline, monitor progress and manage projects and tasks in our daily practices, and implementing productivity tools and utilities to increase efficiency in communication, work collaboration, and document management.

These are constant improvements and some solutions are tactical in nature and relatively quicker to implement than others.  Some improvements are easily identifiable while others take time and find its way into your point of reference long after they are implemented.  For example, aligning the organizational model to tackle the challenges and opportunities ahead of us is an incredibly important topic and one that I will devote to in future editions of Vox World.  Christopher Dhanush’s article discusses the implementation of the Projects Management Program, or PMP, for creating a better process for our software development team.  Other examples we can point to that have kicked off early include implementation of a Document Management System, e-Tiger. the CRM tool, Mantis, our project management tool, and a Video Conferencing solution further connecting our globally located offices.  Others being designed include an ERP solution, centralized server consolidation plan, and internal Intranet and e-workflow solution.

Growing the Business focuses on our core competencies as we continually strive to improve and add to our value proposition.  In Engineering Services, we are expanding our footprint across the countries we operate in, and we are fostering new relationship with a greater number of clients.   We are implementing services that expand our turnkey solutions. In EPD we are adding new products and partnerships with other well known brands. In our Software Solutions, we are not only improving the core product but developing solutions that will enable us to extend our reach outside our physical locations.

Building New Business looks at new and innovative products, technologies and services that will provide new revenue streams.  In Engineering Services we will launch materials supply and management to our client base and are exploring new and next-gen technologies to introduce to the Mid East markets.  In EPD we are developing our own retail product and in Software Solutions we are manufacturing a new plug-and-play intelligent appliance to introduce to all our markets.

Think of the three fundamentals as a triangle with the base being the Infrastructure; the middle section for growing the business and riding at the top is building the business.  Like building blocks, the bottom must be strong enough to reinforce the block above.  Without a strong and stable infrastructure, we cannot effectively grow our core competencies and without that how can we look at entering new markets, products and services. 

Rest assured we are improving all three and making our firm even better that the sum of its parts.