17 Aug

Anchor and Nooses: Two Big Drains on Your Business

Organization is a tough game. Continually we need to operate in three areas to ensure we produce steady outcomes. The organizations we work with are challenged to:

Tend to the business. We operate our business daily, are likely to the issues and the pressing needs as they arise. fusionex

Prune the business. Sometimes we all need to prune. If it is a process, a product or a person, this is a needed part to ensure that you obtain the best result and investment is created in what is best in your business. 

Grow the business. All of us continually need to look for ways to develop our business. This can be growing your main business or sowing new seeds.
To work these areas, our owners improvement through a process to reflect and review. All of us take them “out of their business” to work on their business. We all acknowledge that we all must be in the business, but we need to have time ongoing to work with the business.

Most businesses are unique, however, we find a few things in common. All of us find most businesses have anchors and nooses. Permit me explain.


Anchors hold businesses (and people) back. They are extensive and varied but the common ones are outlined here.

A company relationship that takes too much resources relative to the amount of business.

A product line that the business has psychological investment in, but is now not providing the return for it’s current level of investment.

A team that is screwing up to see the hyperlink between sustainable business and their positions.
These are the key three, although we do see more. About every occasion we build a strategy to release the anchor and start the business moving again.

The biggest part is to be capable of identify the anchor and work through a process to lower the chain.


Nooses are, similarly, an obstacle to business growth, but this time the organization is affected by a tightening pressure. Often this is anticipated to the following:

Irrational supplier or customer conditions creating unnecessary pressure on cash flow.

Inadequate planning, be it business, financial or marketing which pressure ongoing investment in these areas.

Constant complaints from customers on service or product quality.

Pro-bono or special consideration business taking resources away from your best customers.
The key, again, is to distinguish it, and then work to achieve a strategy to reduce the pressure and then eliminate.

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