Your Business Mind, RE-ALIGNED - A New Way Of Looking At Your Business.

Note: The above photograph should not be construed, by persons either living or dead, as a political commentary. The author is apolitical, bi-cameral and heterosexual. The caption embedded in the photograph is merely an observation. Really. I swear.

Note also that the author, Douglas Castle, makes no claim whatsoever that the above photograph, or comment embedded thereupon, bears any relevance to the subject matter of this article.

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Board Of Health Notice: After reading the article which follows, when you have clicked on the hyperlinks in the preceding sections, remember that all of the above legal-sounding gibberish still applies.

And now, as published simultaneously in The Daily Burst Of Brilliance .001 and in the TNNWC Newsletter Supplemental RSS Feed and Daily E-Mail , is the article [the sound of distant thunder rumbles and crashes in the background]



Your Business Mind, RE-ALIGNED -
A New Way Of Looking At Your Business.

Dear Readers:

It is critical to periodically review your business from different perspectives. This is part of the notion of "getting outside of your business and looking at it," or, "working ON your business instead of IN it." New perspectives bring new observations. New observations bring fresh ideas.

Here's today's different perspective, in two simple parts:

1) Take every task, function, department, division and subunit of your business, no matter how large or how small, and view it as a Profit Center...there are no "cost" centers. A profit center is any part or aspect of your entire business which either brings in revenue, adds value (to enhance the inflow of revenue), or reduces non-productive expenditures and waste. A "Cost-Center Mentality" is toxic to your thinking. Get rid of it if you are suffering from it.

2) Take every dollar expended in your business (some of you may want to substitute "Euros" or "wampum" for dollars in this part of the exercise) and view it in terms of an investment rather than as an expense. Your question should not be "What are we spending money on?" It should be "What are we investing our money in, and what are we getting in return [ROI] on the amount we are investing.

Now that you've read this, act on it immediately. Stop what you're doing, albeit briefly, get your head out of the tunnel, and analyze your business in a bright new light.

Think about this, too: Perhaps businesses don't "lose" money; perhaps they invest their limited monetary resources poorly.

Faithfully,

Douglas Castle

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