01 September 2005


Imagine this scenario at mythical Apex, Inc.:

At 8 A.M., five people walk into the main conference room at Apex. On the table are five packets containing reports provided by Apex to describe the company, its operations, markets, current plans, objectives and obstacles. The conference room has a whiteboard, two computers with Internet access, index cards, PostIt Notes, notepads, pens, markers, etc.

At 9 A.M., the five-person team begins to brainstorm ideas that could lead Apex to generate a minimum revenue increase of $500,000 in the following quarter.

At 12 noon, the group is served an elegant lunch.

At 1 P.M. the group reconvenes to polish the best ideas and prepare brief presentations on the best ones, or an in-depth presentation of the main idea if only one is to be presented.

At 2 P.M., Apex's top brass files in to hear the idea(s). The group runs through its presentation(s) verbally, using a minimum of PowerPoint. (None at all would be best.)

Between 3 and 3:30, the top brass decide which idea or ideas they wish to see developed further. If no idea is deemed worthy, each member of the group pays $100 to Apex, to cover the expenses incurred during this one-day exercise. If one or two ideas are deemed worthy, the group then proceeds to create 1 or 2 outlines (2-4 pages long) that delineate the major steps needed to put an idea into action. By 5 P.M., they hand in the outlines and each person in the group receives a check for $1,000.

Thus Apex invests $5,000 in order to receive a $500,000 revenue boost in the coming quarter. That's a ratio of $1 invested with a $100 return, a 1:100 ratio.

Farfetched? Not at all. With a group of results-minded, entrepreneurial, rules-bending, solution-provider brains, achieving the 1:100 result is practically guaranteed. It takes fresh approaches to make a difference and injecting $500,000 into a company is the kind of short-term result that could springboard Apex (or any other outfit) into an entirely new level of success.

But maybe the whole plan falls apart and the revenue is not generated. If the company's top brass believes an idea is worth pursuing, but then botch the execution, that's not the group's fault. Having deemed an idea worth attempting and being given an outline on its major points should be enough for any competent organization to put into practice and achieve the desired result.

And what does it really cost a company to try this? What was shown above: a little over $5,000. Even if it costs as much as $10,000, a return in the $500,000 range could mean a yearly revenue increase of $2 million... or much much more. That's a result most medium-sized businesses would be happy to enjoy.

If any would-be Apexes ask The Jenius to do this, He would invite Roberto Filomeno, Art Medina, Ivan Merced and Kevin Shockey to that conference room. Think about it: for every dollar invested here, 100 will be coming back.

1:100. Think about it.

The Jenius Has Spoken.

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