Business Systems and Processes.

The Systems Thinker Blog

Cause and Effect: Your Business Results are Exactly What You Deserve!

The Law of Cause and Effect governs all business outcomes. To change an effect or result, you have to change the cause.

With that thought in mind, consider this profound statement by Rick Shefren, an online marketing coach.

“Your business is perfectly designed for the results you are getting.”

With all the plans, strategies, goals, innovations, business practices, and culture that make up your organization, you are getting exactly the results that your business systems and processes are currently capable of producing.

Assuming your lead-generation system is fruitful, the amount of demand for your product or service accurately represents the perceived value you bring to the marketplace. And your bottom-line earnings are a precise reflection of how well you execute your business strategy.

In other words, in a free-enterprise system, we pretty much get just what we deserve (discounting natural disasters, government intervention, and other things out of our control).
Cause and Effect - Falling Dominoes

There is Only One Way to Improve Results

Two old sayings come to mind:

“If you always do what you’ve always done, you’ll always get what you’ve always got” (attributed to Mark Twain). And…

“The definition of insanity is doing the same thing over and over again and expecting different results” (attributed to Albert Einstein).

The brutal fact is this: To get better results, you must improve the design and execution of your business systems and processesAT THE DETAIL LEVEL. There is no other way!

Once again, “your business [systems and processes] are perfectly designed for the results you are getting.”

To elevate your business, I invite you to check out the Box Theory™ Way. 

Related Article:
Kaizen: Ten Ways to Achieve Continuous Improvement!

Ten Tips to Increase Productivity of Your Business Processes!

How efficiently people get work done has as much to do with business processes as it does with the productivity of employees. In fact, the design and quality of a business system largely determine the productivity of the people working in that system.

People who are part of a good system or process will not only produce more but can work above their pay grade. For example, a $10.00 per hour college student working with the Box Theory™ Software system can create value worth ten times what he or she is getting paid (shameless plug).Business System ProductivityHow to Create Highly-Productive Business Systems and Processes

  1. Create and document business systems, including the system components and procedures—like the ingredients and steps of a recipe. Each of your core systems should have a single purpose and productivity goal. Involve team members in the system design to get buy-in and support.
  2. Make one person the owner of the system or process and accountable for its results. However, when performance is unsatisfactory, avoid blaming people for the problems; first look for flaws within the system. This may include evaluating your hiring or training systems.
  3. Standardize business tasks so workers do the same thing every time. Repetition improves worker skills, productivity, and is the secret to consistent results and predictable profits. Stick with the system until an innovation makes it even better.
  4. Track the performance of systems in real-time and compare actual results with expected results. Use the data to make adjustments and improvements as you go. Numbers drive all process improvements. Pay special attention to your key performance indicators (KPIs).
  5. Continually strive to elevate the constraint on a system or process. In other words, improve the weakest step or eliminate a bottleneck that is dragging down performance. This will increase the productivity of the entire system and the sales throughput of the whole company.
  6. Reduce duplication of effort and lost time that come from excessive mistakes and rework. Improve the system to reduce process errors to less than 1%. Six Sigma methods can expose the hard-to-find causes of your quality problems.
  7. Prevent system downtime, start-stop work-flow, delays, half-finished projects, and the work-in-process that is sitting around just waiting to be worked on. These system-busters ruin concentration, continuity, and momentum that kill productivity. They also increase the risk of operator error and make it difficult to measure performance.
  8. Reduce the loss of time, energy, and efficiency due to poor layout, clutter, general disorganization, unsafe conditions, distractions, and unnecessary walking or movement. Multiple employees over the course of a year will burn up a lot of dollars dealing with these system speed bumps.
  9. Keep the process as simple as possible to accomplish the stated objective. If feasible, reduce customer options and choices, special handling, exceptions to routine (e.g., customization, back-orders), employee discretion, and complexity, all of which hinder system flow. Let customers and vendors do as much of your work as possible (e.g., vendors can pre-price goods or drop ship; customers can pump gas, buy tickets online, or serve themselves at buffet-style restaurants).
  10. Like the tortoise and the hare, a sustained and steady pace, rather than occasional brilliant bursts of speed, wins the race. The same holds true in business processes. The most optimized processes are paced and synchronized with sales demand and with the on-hand inventory. The three work together in harmony so that you have just enough inventory to process today’s sales orders. Don’t get behind and lose customers. Don’t over-produce and build excess inventory. While this is easier said than done, all improvements in this direction will increase throughput and decrease costs. Work-in-process and excess inventories are enemies to productivity and quality.

Double Productivity and Cut Costs

Effective business systems shape the patterns and habits found in every high-octane business culture. By implementing good systems, you will have happier customers and employees, and maximum profits for stakeholders.

George Stalk, “Competing Against Time,” states that every 25% reduction in elapsed process time will double productivity and reduce costs by 20%. That sounds like something worth shooting for. Wouldn’t you agree?

Now, pick an item on the list above and go make one change today that will improve productivity and cut your operating costs!

Related Article:
Ten Tips to Increase Employee Productivity

Ten Tips to Increase Employee Productivity!

The productivity of business operations can make or break your company. High productivity doesn’t happen by itself. However, dramatic improvements are common when you apply correct principles to elevate your people and processes.

Employee Productivity

Early in my career, and coming as a pleasant surprise, I doubled productivity in a manufacturing environment by applying some of the principles below. At the time, I was amazed by the results. It seemed like a miracle. Now I understand the productivity gains as simple Cause and Effect.

How to Create a Productive Workforce

  1. Be sure that each employee is a good fit for their work assignment. Keep in mind that people perform at their highest potential only when they are focusing on the most valuable use of their time. Avoid using highly-paid people for lower-value work.

  2. Invest in the learning and growth of your workforce. Provide clear job descriptions, relevant training (80% hands-on, 20% classroom), and educational activities such as in-house workshops. Tom Peters said, “If your company is doing well, double your training budget; if your company is not doing well, quadruple it!”

  3. Set performance standards, stretch-goals, and schedules or deadlines that engage workers and give them a target to shoot for. Productivity increases as people get closer to the goal, so make them short-term. Hold workers accountable for their results.

  4. Develop a business culture where productivity is recognized and rewarded. (This begins by putting people into effective business systems and processes.) Turn work into a game and keep score; people work harder at play than they do at work. Add incentives, fun, team competition, and don’t forget to celebrate victories. “When employees are happy, they are more creative and productive” (Daniel Gilbert, “January-February 2012 Harvard Business Review”).

  5. Measuring performance drives productivity and improvement. “When performance is measured, performance improves. When performance is measured and reported, the rate of improvement accelerates” (Thomas Monson, business/religious leader). Be sure to identify and carefully monitor your key performance indicators.

  6. To improve the productivity of any business activity, increase the frequency of performance feedback to those engaged in the activity; the more frequent the feedback, the better the results. It is best when workers know where they stand in relation to goals, without waiting for others to tell them.

  7. Create small work-group teams that bring added resources, talents, ideas, and energy toward the accomplishment of organizational goals. (The whole really is greater than the sum of its parts!) Teamwork tends to bring the best out in people and is essential in any great human endeavor.

  8. Focus-Finish-Focus-Finish. Multi-tasking, “wearing multiple hats,” or being “spread too thin” are signs of a start-stop work-flow that destroys continuity, momentum, and productivity. When people focus on one task at a time, they are most efficient at getting work done.

  9. Address negative attitudes or personal issues of employees. For example, take action if they don’t like their job, supervisor, or co-workers, or when they have individual or family problems. Stop excessive chit-chat, personal phone calls, or wasting time on the Internet. These productivity busters will also diminish the effectiveness of co-workers!

  10. Avoid administrative meetings that kill time for a lot of people. Instead, use email or memos to keep people informed. The meetings that boost productivity include job training and process improvement or business improvement workshops.

Best Productivity Tip of All

Creating a work environment with good business systems and the ten productivity boosters described above will encourage discipline and excellence, and put more money in the pockets of you and your stakeholders—GUARANTEED!

Now, here is a bonus tip: When people enjoy their work and are performing at their best, they will also stay with the company longer. Retention of good people is perhaps the best productivity booster of all.

Related Article:
Ten Tips to Increase the Productivity of Your Business Processes!

HOOAH to the Valiant Entrepreneur, and a Story of Inspiration!

I paused for a moment this past weekend and took a deep breath. Life goes by so fast, the challenges are never-ending. I thought about the constant battle fought by entrepreneurial business owners to survive and prosper during challenging times.

You are the valiant warriors of the free-enterprise system, putting it all on the line every day. You are our unsung heroes. I have no doubt most of you have also been wounded in action, probably many times, and deserve the business equivalent of the Purple Heart award or even the Medal of Honor. We all owe you the military shout-out, HOOAH!

Your undying effort to create better products or services has forever improved our quality of life.

All that any of us can say is, “Thank you. Don’t ever give up. We hope you will endure and fulfill your important mission.

Never Give Up Business Owners


Please take a look at how one Gulf War veteran overcame his personal obstacles and struggles. WOW, truly inspirational! Watch the video to the end (5 min). It will make your day.


And Thank You Again for Your Sacrifice!

Your Invoicing System: Six Tips to Get All the Money You’ve Earned!

Do you care about getting paid for the goods or services you sell? Silly question, but many dollars are lost every day by companies with a lame invoicing system. It is not only possible but probable that some invoices are inaccurate, incomplete, or missed entirely. Scary thought, huh?

Invoicing System

So, I ask: Could your invoicing system be broken? How do you know? Have you checked lately?

I once helped rescue a company that provides services for people with disabilities. The business had two-million dollars of annual revenue. We discovered the company was missing many invoicing opportunities—EVERY MONTH! There were some billing codes overlooked by untrained people in a half-baked business system. We made a few simple changes to the invoicing process, and the company has been raking in the EXTRA cash ever since.

In another case, my computer sales and service vendor made mistakes on more than half the invoices I received from his company. I became conditioned to examine each invoice in great detail. Sadly, I couldn’t trust their work. Keep in mind that without a good system, this could happen to anyone, including YOU.

Effective business systems and processes are the only way to put important details within your control!

Six Tips for Improvement

For companies with varied and/or complex sales transactions, inaccurate invoices can leak a lot of profit over the course of a year. And what’s worse, you may never detect it!

Here are six tips to keep you from losing some of your hard-earned money.

  1. Review your sales invoicing procedure and identify ways money could slip through the cracks. Modify your procedure to plug the holes and create a bullet-proof system. 
  2. Require customers to provide a detailed purchase order—with prices if possible—that you can compare with your outgoing invoice. Contact the customer if there are any discrepancies. 
  3. Be on guard for pricing mistakes or incomplete invoices. Look for legitimate billing opportunities that could be missed by your company. 
  4. Consider adding a second approval for sales invoices over a specified dollar amount. Employees typically aren’t too concerned about invoicing issues; it’s not their money. So YOU or a supervisor needs to touch the invoicing system when bigger dollars are at stake. 
  5. Perform an occasional spot check or audit of customer invoices for a particular time period. This helps keep people on their toes. Use the information you find to improve the system, not to scold people. If invoices are carelessly prepared, well, that’s a people problem you need to address. 
  6. Collect money upfront whenever possible. If you offer terms, create a strong collections system to get paid promptly when money is due. Big Tip: Receiving cash payments at the point of sale will have a significant positive impact on invoice accuracy and efficiency, cash flow, and ultimately your profit margin!

Create a Near-Perfect Invoicing System

This will not surprise you: if an invoice error is in favor of your customer, they usually just assume the dollar amount was adjusted down for some legitimate reason they don’t have time to inquire about. If the invoice amount is higher than your customer expects, you will definitely get a phone call. In the end, a mistake-prone invoicing system will rob you of hard-earned dollars, create an unnecessary cost to research and rework errors, and diminish your customer’s confidence.

The invoicing system is one area of your business that should be near perfect (Six Sigma)!

Consider this fact: if your company makes an 8% net profit, you’ve spent 92% of the invoice amount filling the order. At that rate, it would require the net-profit from about thirteen orders to pay back the lost dollars of one missed invoice. YIKES! (see “Sales Equivalency—The Surprising Power of Cutting Costs!”)

Now, go make sure your customer invoicing system is asking for all the money you deserve!

The Organization Chart—Your First Business System!

The Organization Chart is the most fundamental business system. It graphically represents the operational structure, leadership, and relationships within an organization. It divides a company into high-level administrative departments such as marketing, finance, and operations. It can also show lines of authority, sometimes known as the “chain of command.”

The Organization Chart is like the skeleton of the body; upon it hangs all the muscle, tissue, vital organs, and life-giving systems of the organism.

The following chart shows several business functions within a typical company. Below them are listed example systems or subsystems within those general functions.
Org Chart Systems

How Your Organization Chart Works

On an Organization Chart, the people who fill positions at higher levels are managers. On the same level across the chart, they are usually considered peers. Supervisors and other workers fill lower-level positions. The flow of authority is downward where business activities also become increasingly specialized.

Some companies have broader Organization Charts and are characterized by more department managers, greater specialization, less bureaucracy, and the ability to make faster decisions. Other companies have narrower and deeper Organization Charts with a few managers wearing “multiple hats.”

For example, a large organization could have a Human Resource Department, an Information Technology Department, and an Accounting Department, all having separate managers with a narrow focus of responsibilities. In a smaller organization, however, these same three business activities could fall within a single Administration Department that is managed by one person.

The Framework for All Your Business Systems

The Organization Chart is your foundational business system and provides the framework upon which your business is built. All business systems and processes cascade down from the high-level activities described on the Organization Chart to lower-level tasks, and finally to steps within each task.

As Michael Gerber (“E-Myth Revisited”) teaches, organize around the business functions on your Org Chart, not around specific people. People come and go, but you need your organization structure to stay intact. People come and go, but your organization structure should remain the same.

It is OK to put names under the functions on the Organization Chart so that everyone knows where each person fits in. Some people may have their name on more than one box until the workload becomes further distributed. Do not create an Org Chart with only the names of people and no business functions!

Develop your business systems within each major function on the Organization Chart. Then, let the systems run your business, and people run your systems. Again, people may come and go, but the systems remain constant, and your business continues steadily forward without interruption.

By the way, Box Theory™ Software will enable you to create your Organization Chart and the unique business systems that fall within each major business function. This is the best way to build an organized and smooth-running company. Check it out today!

Create Effective Business Systems: The Master Skill of the Entrepreneur!

Consider this bold statement: The ability to develop effective business systems and processes is the primary skill to be mastered by the entrepreneur! All business functions—marketing, finance, and operations—fall within the scope of this single skill mastery.

Every business leader in the marketplace teaches the importance of “systems.” Here are just a few:

“In order for any business to succeed, it must first become a system so that the business functions exactly the same way every time down to the last detail” (Rick Harshaw, CEO, y2marketing).

“At its core, a fully functioning business is basically a set of systems and processes” (John Jantsch, “Duct Tape Marketing”).

“All wealth is based upon systems” (Dan Kennedy, author and marketing coach).

…and more.

The Master Skill

Following a business-improvement workshop I conducted, a young entrepreneur remarked, “After eight years of business, I finally understand what I am supposed to do as a business owner.” A light bulb turned on as he realized his primary responsibility is to oversee the creation of business systems and processes—the building blocks of every successful and profitable company.

Just as the doctor is a master of the systems of the human body, the engineer is a master of mechanical or electrical systems, the lawyer is a master of legal systems, and the CPA of financial systems, you and your management team must become the master of your core business systems. It’s that simple!

Running a business is like playing the game of chess. And you can become a Grandmaster within your target market by learning the “Master Skill.”

Business is like chess


The Master Skill, in short, is the ability to create a successful business model with systems and processes that efficiently manage operational details, strengthen customer and employee relationships, and produce financial benefits for owners and stakeholders.

Your job, Mr. or Ms. Business Owner, is to define and put into operation every business process necessary to profitably find and keep customers. By addressing the six essential elements of high-performing business systems—process, components, people, quality, speed, and measurement—you can accomplish this vital objective.

When your business systems—marketing, accounting, customer care, hiring, production, order fulfillment, and many unique to your company, are delivering a predetermined, consistent and desirable outcome, your company will be on the path to lasting success. The true long-term value of your business is in the maturity of its business systems—their ability to steadily produce customer-pleasing and profit-generating results.

There Is No Other Way!

Systems focus attention on the multitude of seemingly trivial, unimportant, and boring details that make up every business. The goal is to do the small things right, every time, over the course of time, without your constant hands-on involvement.

So, I ask you.

  • Does your hiring system get you the best possible people?
  • Does your customer care system consistently help you exceed their expectations?
  • Is your labor force productive and motivated?
  • Does your lead generation system create sufficient sales opportunities?
  • Does your accounting system provide strategic information for business decisions?
  • Have you reduced the waste and inefficiencies of your business processes to the minimum?

Business systems are the solution to your greatest challenges and the means to accomplish your most important objectives!

Mastering this skill is both an art and a science. You have to become a Systems Thinker and apply the laws, principles, and best practices for system development. Dramatic results will naturally follow. You will have a company that runs smoothly, efficiently and profitability. It will attract and keep customers. One day, you will be able to sell your business for top dollar, franchise it, or hire someone to manage it for you.

By the way, while the Master Skill does require your vision, passion and determination, YOU don’t have to do the pick-and-shovel work. Most tasks can easily be done with the right tool and a low-cost assistant—a secretary, a college student, or even one of your kids.

Michael Gerber teaches, “The business owner should be devoted to business development, not doing business.” That is the Master Skill of the Entrepreneur!

Isn’t it time for you to become a Grandmaster!

Board of Advisors: The Business System that Could Save Your Company!

A few years ago, I advised a company with thirty-million dollars in annual sales to create a “real” Board of Directors. As a closely-held corporation, they were going through the motions to fulfill the legal requirement. The owners didn’t want to be bothered with the administrative chore of a fully-functioning Board, but they especially didn’t want outsiders telling them what to do. BIG MISTAKE! They made some business decisions that put the company in financial peril. It has since lost millions of dollars. I’m sure a good Board of Directors would have talked them out of the unwise course they ultimately chose.

If your business structure does not require a Board of Directors (e.g., S-Corporation), I highly recommend you consider assembling a Board of Advisors. It may be one of the most important business systems your company can establish.

Board of Advisors Meeting

Why Have a Board of Advisors?

Consider these six reasons for putting together a committed advisory board for your company.

  1.  Many entrepreneurs do not have all the necessary skills (e.g., marketing or finance) to run a successful business, especially if they are growing rapidly. Furthermore, they may not have the financial resources to hire people with those skills. If this describes you, a good Board of Advisors can fill the gaps with complementary skills and the industry expertise your team lacks.
  2. A Board of Advisors adds credibility to your company and makes you appear bigger than you really are. Relationships with investors, bankers, and other stakeholders are strengthened and confidence increased when they know you are surrounded by experienced and successful professionals who can assist you along the way.
  3.  The collective wisdom, experience, skills, and resources of an effective Board can help you make and execute important business decisions.  In Board Meetings, you will also have time to step back from the hectic day-to-day tactical operations and focus objectively on your business strategy.
  4. Good Advisors usually come with good contacts. In most instances, your Advisors will be able to introduce you to new customers, investors, partners, and other important people who can help your business grow and prosper.
  5. On occasion, every entrepreneur pushing for success does something really stupid. If you are wise and take to heart the words of your expert sounding board, maybe, just maybe, you will avoid making a regrettable decision that could be ruinous.
  6. For the family business, a Board can be invaluable as outsiders speaking objectively on behalf of the well-being of the business. They can bring up delicate subjects in a supportive and patient way, and create a safe setting for sensitive conversations. Boards are particularly helpful with the topic of succession.

Choosing Your Board of Advisors

Look for Board Members with the experience your team is lacking—people with experience in what you are soon to experience, people with experience building and not just running a business, people that have gotten results with the kind of resources you have.

Your Board might include a trusted mentor or co-worker, local community or business leaders, or former business colleagues. Contact your Chamber of Commerce, Small Business Development Center, Women’s Business Center, or S.C.O.R.E. Chapter (retired business people) to network with potential candidates.

Avoid asking professional advisors or big company executives. Instead, select people who are intrigued by what you are doing, committed to you and your success, and have personalities that fit with your group. Your Board generally should not include friends, family, or anyone with an emotional interest in your business.

Create a two-page recruitment document that includes a brief description of your company and goals, what you expect to accomplish with the Board, member responsibilities, scheduled meetings, and the time commitment involved, whether there is compensation or not, and length of service (e.g., one year). Limited terms allow you to renew those members you want to keep and replace others when their term expires. Give this two-page document to potential candidates, asking for references when possible.

Getting Started with Your Board of Advisors

Bring on three to five Advisors depending upon the size and needs of your company. Meet formally as a Board at least quarterly. However, meet informally with individual Advisors as often as needed.  Have a written agenda at formal meetings and invite your secretary to attend and take minutes or notes. Keep the meeting under two hours if possible. Discuss a few important topics, including follow-up of past topics, pressing current issues, and introduce future topics the group can be thinking about. It is best to get the meeting agenda and any reference documents to Board Members a week in advance. Between meetings, keep Advisors updated on any important developments.

For smaller companies, replace compensation by holding meetings over lunch or dinner. A token gift on occasion might be appropriate to acknowledge how much you value Board Members’ time (e.g., tickets to a local sporting event or concert). Larger companies may want to compensate Advisors with stock or a small amount of cash on a per-meeting-attended basis.

An Important Business System

A good Board of Advisors can do wonders to help you as a business owner. If you think it is “lonely at the top,” imagine having five experts guiding you at every important step along the way.

Warning: Be sure you are willing to execute on the advice of your Board. Do not disrespect them by taking their valuable time and then not following their collective counsel.

Let me repeat: A Board of Advisors can be one of your most important business systems. Like all business systems, if done right, you can expect a big payoff now and in the future.

Get started setting up your Board of Advisors today!

Business Improvement: Eight Questions to Energize Your Team!

The Systems Thinker does not always know the right answers, but he or she is one who asks the right questions. Effective questions are the key to problem-solving, innovation, and unlocking our full potential. In fact, enlightened questions often point to brilliant solutions.

It takes as much skill to ask the right question as it does to give the right answer!

Ask Good Questions

Good Questions Lead to Improvement

When drilling down on a problem (5-Whys Analysis), or conducting a business improvement workshop, here are a few questions to get people thinking and to energize your team:

  1. What is standing in our way of being a much better company?
  2. What new market opportunities can we exploit? What other business strategies would increase market share and growth?
  3. What does our target market want that they are not currently getting? What innovative products, features, benefits, or services could we add?
  4. How do we plan to get more customers? How can we sell more to each customer (cross-sell or up-sell)? How can we make our customers more aware of all our products and services?
  5. What are our most frequent or challenging customer service questions? What gives our customers the greatest pain or causes the most complaints in doing business with us? How can we give the customer a more pleasurable buying experience? What specifically are we doing to create loyal customers?
  6. How can we provide better quality products or services than our competitors? How can we deliver faster than the market norm? What can we do to reduce cost or give more value to customers than the competition? (see Better, Faster, Cheaper).
  7. What business systems and processes must we excel at? Which process has the most need for improvement? What new system or process would add value to our market and attract more customers? What innovative business system would rock our industry (e.g. FedEx overnight delivery)?
  8. How do we plan to attract the best employees? What can we do to retain loyal people? How do we provide a better place to work? What would help employees become more empowered or productive? (see The Right People)

Good Questions Lead to Profit

Asking questions of customers or employees not only provides valuable information, it shows you have a genuine interest and respect for the opinions and suggestions of others. If you listen carefully, wanting to be taught, people will often reveal ideas that can make your company better and more profitable.

Asking questions is also the best way to teach. In the words of a professional trainer, “To tell is to preach. To ask is to teach.”

Chet HolmesChet Holmes, a well-known marketing and sales teacher who died prematurely used questions very effectively. Go to THE ZONE and check out his three-page article, “Creating Great Businesses.” Chet gives an example of how he helped one business implement nineteen important improvements, all stemming from a single question.

So, what question would get your team fired-up to make needed improvements?

Is Box Theory™ Small Business Software Right for You?

After reading my weekly newsletter-blog, or browsing my website, you may wonder if The Box Theory™ Way is right for you—whether you should make the leap. That’s a fair question, and I want you to make an informed investment decision.  So, let’s determine if Box Theory™ Software is a good fit for your organization.

Since 2004, and a cost of nearly half-million dollars, I have been on a personal mission to bring the business process management (BPM) strategies of Fortune 500 companies to the world of small business. These powerful methods are available in my unique software product, Box Theory™ Gold.

Box Theory Software Home Page

Box Theory™ small-business software will enable you to create an organization blueprint and then build high-performance business systems and processes to support the vision, strategy, and goals of your organization. I have no doubt that one day most successful companies will be built upon these proven principles and techniques. Those that catch the vision early will have a significant advantage.

Do You Need Box Theory Software?

Now, ask yourself the following questions. Ponder each one carefully and determine how many apply to you. Keep in mind, they all point to a profound conclusion advanced by AT&T:  “Systems are the Solution.”

  1. Are you a small to medium-size business? Do you rely on the effective interaction of people and processes to produce high-quality goods and services, delivered fast, and at the lowest possible price?
  2. Are you a person who cares about details and wants a smooth-running operation, even when you’re not around? Do you envision a results-oriented company with a culture of discipline and excellence, and where people love coming to work and perform at their very best?
  3. Is your business overly dependent on you, requiring constant hands-on involvement? Do you want to become an absentee owner, replicate your money-making operation in other markets, or create long-term value that will bring top-dollar when you decide to sell?
  4. Do you have a seat-of-the-pants operation with unnecessary mistakes, lost time, and rework, where inefficiencies are costing you money and making it difficult to compete? Are you frustrated by disorganization, under-performing people, weak sales and growth, customer dissatisfaction, poor cash flow, or low profit margins? Would fixing broken business systems and processes put more money into the pocket of YOU and your stakeholders?
  5. Are you interested in learning powerful business management strategies used by Fortune 500 companies—the basics of Six Sigma, Lean Thinking, The Theory of Constraints, Balanced Scorecard, and SWOT Analysis? Would you be even more interested in a methodology—The Box Theory™ Way— that turns these often complex and expensive techniques into a simple and intuitive solution for busy owners on a budget?
  6. Are you a business start-up? Do you need to establish basic business systems and processes that enable you to impress customers right from the start? Are you anxious to become profitable in the shortest possible time?
  7. Is your company growing rapidly and causing you to lose control of operational details? Are you looking for the best way to manage expansion skillfully? Would upgrading business processes help you maintain high-quality products and services that keep customers happy and coming back for more?
  8. Finally, do you truly believe that effective business systems and processes are essential to your success? Do you have the will to commit time and resources, and to stick with it? Are you convinced that the financial benefits will far outweigh the costs and that your result will be a superior business organization?

If you answered “yes” to some of the above questions, then spending a few hundred dollars is a no-brainer to get the results you are looking for. Yes, “Systems are the Solution.” And with a little effort, Box Theory™ Software can put thousands of dollars on your bottom line and into your pocket.

Good business systems put money in your pocket

A System for Creating Your Business Systems

Box Theory™ small-business software is as effective at building systems and processes as QuickBooks is at accounting. It will take your “E-myth” systems (Michael Gerber) to the next level.

Box Theory™ Software will help you design, flowchart, organize, document, manage, store, and print everything pertaining to your business systems and processes. More importantly, the Box Theory™ methodology will guide your thinking to build a business in the proper way.

What could be better than a powerful software system for developing and maintaining your business systems?!

Learn how the experts perform this most fundamental of all business tasks. I call it the Master Skill, and Box Theory™ Software is the best and only tool of its kind to do the job!

If you think this product is a good fit for your organization, start now to build growth-producing, customer-pleasing, waste-removing, profit-generating business systems and processes that will blow your competition away!

Due to my retirement, Box Theory™ Software, ebook, and other materials are available at no cost. Download them now. and let’s get going!

Other details you may be interested in:
Is Box Theory™ Gold Software Right for You?
Software Screens and Details (click topics in the left column)
Software Features and Comparison
Software Tour

Just Retired
Gone Fishing
Your Lucky Day

It's time for me to focus on other things. Many hours and dollars have gone into my software and written materials over the last fourteen years. Now it's time to give back. This is not a gimmick. There is nothing to buy. I give it all to you for free. If you use the software and apply the principles, you can create a remarkable company. See Below. Have fun!

Turn Your Business Into Money-Making Systems!

Get Free Information for Creating Better Business Systems and Processes
Welcome to the #1 website for helping owners of small to midsize businesses create customer-pleasing, waste-removing, profit-boosting business systems and processes.

Michael Gerber, "E-Myth"

Michael Gerber

"Organize around business functions, not people. Build systems within each business function. Let systems run the business and people run the systems. People come and go but the systems remain constant."

W. Edwards Deming, Total Quality Management

W. Edwards Deming

"If you can't describe what you are doing as a process, you don't know what you're doing. . . . 94% of all failure is a result of the system, not people."