Too often, I see otherwise savvy entrepreneurs make flawed choices on outsourcing their processes and infrastructure. It reminds me of a recent statistic on nail-gun injuries: While the total number of these injuries has remained stable, the ratio of do-it-yourselfers to construction professionals suffering serious injuries has skyrocketed.
Access to powerful tools can be a potential boon to small business, but I advise small business clients considering outsourcing to nail down what they should know first.
The answers should focus on results rather than inputs and should be the equivalent of true North on the compass. For smaller businesses, getting at these desired outcomes can be an interesting dynamic as they can be difficult to identify and even trickier to quantify.
A common situation is a small business that has grown via merger or acquisition to increase their competitive advantage. Whereas larger M&A scenarios commonly involve consolidation, many small business mergers find the new company lacking established processes and infrastructure.
One of my clients, facing this situation, was focused on acquiring technology infrastructure to run their expanded business because they were spending too much time running things and not enough time with customers, expanding their marketing, and with their family.
However, after considering the fundamental questions above, the better approach was to outsource common processes such accounting and logistics to a local provider, and to use technology and applications delivered and supported as a service, and customized for their unique business model.
A very straightforward and logical choice, but one that probably would not have been made had the client not focused on the results they wanted to achieve.
Know What You Need Assuming youre focused on the what and why first, then at some point you must define the how of achieving those results. With the wide array of options for outsourcing processes, and even more dizzying range of choices for outsourcing infrastructure, its often a challenge to separate wants from needs. Wants favor the sizzle over the steak, but needs are the enablers for valuable results.
Heres a simple example I encountered recently: A small business client thought they wanted an online calendar to manage their people and logistical commitments. As you might expect, there was literally over 50 choices with varying levels of functionality and nifty Web 2.0 interfacesand these were just the free ones.
When we really examined how to enable the results we wanted, the approach we chose was an online event management application costing $50/month. The functional capabilities of scheduling, sophisticated notifications and response management has saved the business over $1000/month in burdened employee costs, and freed their time for other activities that drive revenue. Its not free, but it is a very good return on investment.