Walking, talking

It’s time business told the truth. If you want to drive standards across your organization, you are going to need a giant ‘c’ word inside it.

Doing nothing is a killer. In recent years some huge brands have died of complacency: customer-facing companies that didn’t focus on customer service, boards that were outmanoeuvred by the Internet, and leaders asleep at the wheel.

I am determined to stay awake, and my senior team too. We operate in a competitive sector. Happily, our clients say great things about the results we deliver, but we want to make sure they are still saying great things next year… and the year after that. And we are working even closer with a lot more of them.

Running a business is not rocket science

Modelling a good business is not rocket science. (n.b. running one might be…)

How we do that isn’t rocket science. Build the best business we can, to deliver the best product we can.

Before I get an email saying ‘thanks genius, because I thought the secret was to build a terrible business and make a product that smells like a skunk’, the $64 million question is: what do I mean by best?

Best = connected.

1. If your research teams are closely connected to your customers, they know what the customer wants and needs.

2. If your product teams are closely connected to your researchers and to your customers, they know what to develop to fill that gap.

3. If your innovation teams are closely connected to your product teams, researchers and customers, they know where to lead.

4. If your sales teams are closely connected to all of those touch points, they sell brilliantly, everyone else delivers on the promise, and your customers are happy to continue their journey. They may start with some constructive feedback to your researchers…

Clarity of purpose, high standards throughout the organization, true account management and planning, product development, taking care of your customer at every touch point – these are the benefits of a connected company.

I was recently asked by Real Business magazine to talk about how I built GDS International. The article talks about how we started, the lessons we learned and the lessons we acted on (BIG difference). I can tell you we are in – potentially – the best position we have ever been because we have spent the last three years focussing on what we do best, working with the people we all want to work with, and improving our communication.

We’re not there, but we’re close. To having the most closely connected business we can, to deliver the best product we can.

Connection. Favourite ‘c’ word ever. Oh wait, you didn’t think…

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About Spencer Green

Spencer Green founded GDS Publishing Ltd in October 1993 to specialise in industrial, government-led publications for the burgeoning Chinese market. The company launched over forty business-to-business titles, was name-checked alongside Tony Blair on China’s national news as ‘best for Chinese business’, and – following a move into India – deemed to be ‘of national importance’ by the Indian Institute of Foreign Trade. In 1998, GDS Publishing became GDS International and launched its first conference, Enterprise China. The hugely successful Enterprise series of conferences was rolled out across China and Latin America in the next two years. In 2000, GDS International launched its first Senior Executive Summit under the ‘Next Generation’ banner. This became the catalyst for nine years of 25% year-on-year growth... and 40% growth in 2010. In 2011, GDS held over 70 Summits for C-level Executives from a wide range of industries and across the globe, and eight digital marketing conferences. Today, GDS International is determined to become the world’s no. 1 business-to-business media and services company. It’s going to be an exciting journey! Spencer is married to Emily. They have two children, Finlay and Maya, and live in Bristol, UK.
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One Response to Walking, talking

  1. Paul Clark says:

    could not agree more

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