Sooner or later, any business is faced with the need to change its operational manager. The founding owners eventually move away from solving current issues, giving way to hired, young and daring managers. Often, to create additional motivation, this process is accompanied by the allocation of managers stakes in the company.
From the point of view of increasing the involvement and interest of a manager in a business, this is certainly the right step. However, trusting hired directors to resolve operational issues, it is necessary to retain the ability at any time to reverse the transfer of authority and ownership. After all, no one guarantees that having received a share in the business, the new co-owner will not decide to go to work somewhere else.
We show by a real example how the dependence of ownership of shares on the fulfillment of an employee’s labor function in one of our projects was ensured. Important: inclusion in co-owners was due to participation in management. Accordingly, when an employee is dismissed from the company, there must be grounds for depriving him of his share. Continue reading
Often the work of consultants in the organization of the customer resembles the notorious doctor’s appointment, when a patient “diagnosed with medical issues” who has made his own diagnosis, requires an immediate effective treatment from the doctor. So the owner believes that he himself knows the weaknesses of his company and he needs only immediate effective action to address them. And the help of employees to specialists of a consulting company consists mainly in getting into a debate about how the word marketing should be pronounced, which does not play any role for their daily practice, but they restrict its functions to studying competitors’ prices in order to offer lower, than market ones, believing that they will thereby ensure the competitiveness of their product. However, the task of organizational diagnostics does not come down to pulling the competencies of the customer’s personnel to the required level, but consists in deeply “immersing” the consultants in the customer’s organization, their painstaking detailed work lasts from three months to six months, which makes it possible to become related to it and reach the level of all performers, review the workflow, conduct an audit of the staff, study the ongoing processes, in order to develop standard techniques for their improvement and give comprehensive advice to eliminate the shortcomings. Continue reading
The Endorfin team has remained stable all these four years: the three founders of the company continue to develop their business, chief barista Anna develops new tastes and trains staff. The staff turnover, according to Valentine, is natural. Someone graduates and leaves Tomsk, someone starts working in their specialty. There are those who, having accumulated start-up capital, start their own business. And some remain, simply because coffee is interesting.
numbering-mal.png “Endorfin” depends on the weather
– Our coffee house offers alternative methods of preparation (Kemex, Pourover, Coldbrew) and signature coffee: there is lavender raff and honey-ginger cappuccino, there is latte on cedar milk and pink men’s latte. And we also have a very important atmosphere, contact with the barista, in general – when the party and taste attractions begin. While we are not going to change our business model, it is quite dynamic at the level of Russia and even the world, ”says Valentin Kasitsky. Continue reading