I used to commute from Charlottesville (VA) to Long Beach (CA). Yes, really. It started out as three days in one place and four in another. It escalated (degraded?) into alternating 8 and 30 hour segments for some two or three years. (It’s how I learned how to sleep on airplanes- and get lets of work done on them, too.) But, it’s also how I learned to get plenty of planning done on my 75 minute drive (don’t figure out what speed that was) to Dulles Airport.
Why do I bring this up? Because, I have been driving to and from Citizen’s Bank Park every week or so, for years. And, on one of the rare occasions that I did this trip solo, I got a lot of thinking done, too. (Good thing- we’ve been working on a new concept. This gave me plenty of time to get the edges honed down.) I also figured out what makes my work with helping new and existing companies so exceptional. (I obviously have no problems with hubris 🙂 .)

You see, if you are a scientist (Chem E’s are never sure if they are scientists or engineers; it’s one of the great reasons, we can’t be pigeon-holed into square boxes), you are always following the “scientific method”. We start with an hypothesis- our theory of why this may or may not work. We need to define the basis- the system we are studying, the assumptions we are making. We then make predictions based upon this basis. We are successful when our outcome matches the prediction. (The academic world considers you successful when you get this concept published.) If the predictions are wrong- we have to reconsider our basis, examine the execution of our experiments to insure we followed the proper protocol, and/or we have to redesign our experiments, and try again. If we fail again, it means we should examine a new hypothesis- or redefine our theories to insure we get things right (which is called a paradigm shift).
If you are an entrepreneur or a business leader, you are following “business practices”. You start with a premise- fulfilling a need in the marketplace. The product or service you provide is nothing other than your prediction of what is needed to “fill” that perceived gap. Your basis is your understanding of the market (customers, price points, product/service needs)- including the assumptions you have made. You make business plans based upon this basis. You are successful when your product/service sales match your predictions. (The business world considers you successful when your company is making a profit and sales revenues are increasing.) If the predictions are wrong- you have to reconsider your assumptions, examine the execution of your business plan to insure the issues in the marketplace were addressed, and/or have to redesign the product or service, and start over (but, maybe not from scratch). If you fail again, you will have to either redesign your product/service again or envelop a paradigm shift to insure that you can address that perceived market need.
The difference between a good scientist and a great scientist is his/her ability to discern the proper basis- the definition of the issues, the correct assumptions, and the proper scientific protocol. (Having developed plenty of new products/processes and published a fair number of scientific papers, I place myself closer to the great scientist category. This is also true for my associates.) The difference between a businessperson and a great businessperson is his/her ability to ferret out the market gap, define the issues involved, hone the assumptions to the proper core, and develop and execute the proper business plan. (Having brought a fair number of products to market and helped a fair number of enterprises reach their goals, I place myself closer to the great businessperson category. This is also true for my associates.)
Let us be your ADJUVANCY- let us help you and your team achieve your goals, improving the performance and outcome for all the participants in the process…

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