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One of the last contributions of, Israeli business management guru, the late Dr Eli Goldratt was to outline an aggressive growth plan for businesses that he referred to as a Viable Vision. Goldratt's Viable Vision was based on the assertion that most companies have the capacity to transform their businesses so that, within four years, the total profits are equal to today's total sales. That means, if your total sales this year is $10 Mill a Viable Vision is to turn this into $10 Mill worth of profit, per year, after four years.
Yes, this seems like an unbelievable claim but Goldratt used to put 90% of his consultancy fees at risk in making this claim i.e. if the company did not achieve their Viable Vision he did not get paid.
In order to achieve this Viable Vision, Goldratt used to apply the Theory of Constraints (TOC) thinking tools and also insisted that company executives brainstorm an irresistible offer that would take on a life of its own (through referrals and so on) and propel the company to previously unheard of profits. He also insisted on using a method of accounting known as throughput accounting which is outside the scope of this book.
Viable Vision was arguably Eli Godratt’s greatest work. His Theory of Constraints(TOC) approach is complex but extraordinarily effective when applied rigorously. However, it still faces its own constraint of internal resistance within organizations and often does not get the traction that it deserves.
Now, whether or not we are prepared to fully embrace the Viable Vision approach, we can certainly take many of these principles and grow our business substantially.
That is what I attempted to do in designing the Business Multiplier System (BMS). In designing the system, I have incorporated Goldratt's thinking as follows:
I have found that these two principles alone have been enormously valuable in helping me achieve some aggressive sales/profit goals in my work with private clients. However, I certainly make no claim to be teaching a rigorous application of either the Theory of Constraints(TOC) or Viable Vision.
I simply cover these concepts here in order to show some of the thinking behind the Business Multiplier System(BMS)
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