Over the last 6 months or so I have been building a SaaS business with a vision to help businesses grow by solving some operational challenges. The core functionality is to create a corporate memory to store and remind you of the key tasks you need to stay on top of to keep your company rolling.
We are gaining pace and expect to launch this autumn, look at the Lexa Tech site to find out more. I wrote a small article below to describe the challenge and highlight the reason you should want to get excited about a new product like Lexa Tech is you are starting, growing or managing a business:
These companies are the future of UK business and will drive innovation, growth and employment. Part of that opportunity is in your hands, are you excited or nervous?
How do you ensure you keep an eye on everything in your business and keep up with it’s growing and ever changing needs? More often a natural sense for businesses can get you a long way but its often the nuts and bolts that holds back growth, after all it’s rare that you started your business with a handbook of exactly how to run it.
A lot of the satisfaction you get from running or growing your business comes from the progress you can see every day. Take a minute to appreciate what you’ve achieved over the last 6 months. Hopefully you’re proud of the progress you’ve made. How confident are you of the next 6 months? Do you find it easy to visualise? If you have clarity of the tasks that lie ahead you get more headspace to put towards the strategic projects that can illicit the change you want to see.
Why is business admin often seen as boring or a pain? Us humans are creatures of habit and tend to be very good at the things we do every day but less good at the things we do once a year. Most of the operational overhead of running a business consists of tasks that need to be completed every so often rather than every day. These periodic tasks do not come so naturally so often get put to the bottom of a pile or ignored, they need to be brought into sharp focus, in control and able to be rifled off, not weighing on your mind.
“As a new venture develops and grows, the roles and relationships of the original entrepreneurs inexorably change. If the founders refuse to accept this, they will stunt the business and may even destroy it. But even among the founders who can accept that they themselves need to do something, few know how to tackle changing their own roles and relationships. (156)”
How will you change?