Press + Play 3 F- For The Security Upstart
Overnight. Security Entrepreneur Series 3
The Separation Factor
“The butler always knows what’s next on the dish; be it reserved” -Dr.SylvanLightbourne
Every business has a story to tell. How interesting it is depends on the actors who live in its embodiment and who saw the economic swings and shifts which either made them a vulnerable target or an asset in developing years.
This topic blog more or less showed how important it is to set aside personal indifference, once the holder represents an upper management position in an organization, especially where blame is pointed to those who were just the sub agents of the big ship.
The question is who is at fault? And the answer is everyone!
But no one holds total responsibility because no one functions an entire business on its own accord.
There exist multiple actors, agents and prime lending agencies, who all are defector product of a failing culture of management. Management on seeing these culpable actions may be inclined to keep the debt unchecked because of loyalty issues or keep abreast of all financial interactions and find a solution to prevent kick outs and insolvency.
A principle guide: to develop and to remind management of their place and to take accountability when it is asked upon them every time; all the time!
Because of these organizational policies, management kick out is certain to be a part of their journey.
Not forgetting their contribution but when up-tide is drowning the tourists; then life guards’ job becomes inconsequential and useless, serving no real purpose.
All that is said in the forum of my security industry. For far too long I have played a keen interest in observing the insolvency cases found within security companies and interdepartmental security offices; falling in the trap of bankruptcy and failing to mention these occurrences to their clienteles and stakeholders.
The grave third party risks and their risk acceptance to insolvency, management retention, contractual agreements and poor corporate governance accountability, deter the security industry from attaining foreign direct investments and ensuring sustainable employment to the industry leaders.
Management kick out is an essential ‘must’ to restructure corporate behaviors and build wealth YoY in the security industry!
SO LET’S BEGIN YOUR TRANSFORMATION!
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The Rights
A company’s religious right for success is found in the vision statement so guardedly honored within the ranks of its visionaries and luminaries. To a point where such succession planning is most often interrupted by many factors within their productivity chart. Understanding these intricate issues early delineates any misfortune situation like using cutbacks as an early only means to satisfy eager and aggressive stakeholders.
At most times it’s condescending to believe that a dying company can be worth saving or restructuring. Unless a visionary understands the perplexity of its ruins and makes discovery out of their continual state. Here creativity expenses matter, to dissolve all existing practices to create a functional diaspora worth reinventing. So the real question behind these reinventions is “is it good business practice to run towards spin offs and split offs as best industry practices, to cleanse out unimportant assets, people, ideas and commodity exchanges driving down productivity and profits?”
Corporate Cycle
Not an easy question to both shareholders and stakeholders. For as any industry practitioner knows everyone has a stake in the enterprise, who do or do not, want to have a measure of guidance to propel successful actions during most of the business cycle. A cycle which connects to the blood and sweat of the staff and consumers who both are in need of restitution from product chaos. But whether analyzed through academia or experience, these practices or separation shows a greater dimension to the matrix complexities and open up to better diversity coverage when itis looked upon. To diversify assets into another useful and hopeful product, carrying both potential and insightful management productive teams.
Corporate Conflict
A split off as means to layoff and cut back should not be looked upon as dismaying cruelty towards the workforce contributions to growth. For greater dependency are foresight of the continual direction of more important actions of this entity survival. With changes to business product and business mission, off shooting into rows of spin offs exacerbates the meaning for fluidity and solvability without chains.
Without conflicting views from shareholders and debtors who believe in the virtue of customization rather than originality and longevity. It wreaks havoc and riddles with coarse affliction when its insightful and diligence revered by management foresight are based on reluctance to meet global market changes, until it becomes an all out war between asset holders and financiers for determination of the future value of its prime business assets is indeed the future of most enterprises.
The quick movements by the diligent and financial entirety to split up dangerous ventures into more suitable productive means to measure, to have some level of control or deterrence to meet sighted obligations are all for the cheer.
Financial Liquid
At the moment indecisive thoughts to maneuver out of falling markets and downturn in consumer spending in product evolutions are territories which cause more harm than good. For the near future de-evolution off shares commits to the expenditure of a continued failing entity. Until no more financial liquidity can be spent, thus rewarding the incompetent management for holding the ranks on the public relations value side. But no increases in profit margins during those times of debt crises.
It does occur frequently in large entities that believe in territorial hoarding and are too big to be rattled, or too big to be interrupted due to large financial acquisition investment into their services. This topic does not discount any one practice for all are infected today within all types of business structure.
Needing the opportunity to be de-ranked and split up but refusal of the dying old philosophical guard, trade negotiations, bargaining packages, legacy assets, cumbersome red tape and sections of the law under its duress to be taken seriously to begin the focus on separation.
All reaping financial rewards until the seat becomes vacant and another zombie leader takes helm and so on, it is remembered as a get rich scheme for those in search of these practices. Unbecoming that the trickle down organization structure has dependents who worship their position and will do everything to keep it functional.
Until the categorization meets the end products workforce, who are interdependent to the industry and continue to remain the supportive branch to their own social ecosystem.
WE WELCOME YOUR FEEDBACK FEEL FREE TO GET IN TOUCH WITH US FOR ANY FEEDBACK OR QUESTIONS & DO NOT SELL THIS INFORMATION NEED MORE INFORMATION ABOUT THIS BLOG TOPIC OR ANY OF THE PROBLEMS OR SOLUTIONS? CLICK HERE TO GO TO THE STUDIO SECTION TO BEGIN YOUR SEARCH. THERE YOU WILL FIND LOTS OF FREE DOWNLOADABLE SECURITY E BOOK COPIES WRITTEN BY DR. SYLVAN LIGHTBOURNE. FURTHER INFORMATION CAN BE VIA THE CONTACT SECTION ON HOW TO BEGIN YOUR ENTREPRENEURSHIP JOURNEY THROUGH “leveraging management kickout”
