Doing More With Less Isn’t A Strategy

Written by Bob Wiesner, Managing Partner for the Americas region of The Artemis Partnership

Nearly all agencies and firms I come across who have downsized have charged their remaining teams with”doing more with less.” They feel their better people can handle larger workloads with greater efficiency. That’s probably true for a while, and perhaps it’s sustainable if the work is heavily process-oriented and repetitive. In fact, smaller, sharper organizations can make significant process improvements that do, indeed improve efficiency. (And there’s always the option of automation, to help even more.)

Efficiency isn’t always the solution

Four types of firms will struggle to prosper with a “do more with less” strategy.

• Agencies and other creative organizations
• Firms that offer their clients innovation and thought leadership
• Firms that require high-touch pitching and sales activities
• Firms that distinguish themselves through client service

I don’t see it frequently enough. But any company with any of the above requirements must dump the “do more with less” strategy in favor of the “do less with more focus” strategy. Have fewer sales prospects, emphasizing quality growth opportunities. Have fewer clients, each of which provide greater revenue and value. Have fewer levels of management so your more experienced people have better line of sight on issues and solutions, more access to clients, and more perspective on growth opportunities.

And then there’s training, coaching, and other critical measures of success.

I’ve seen it thousands of time. The organization has just reduced its headcount. The next thing to go – or the thing that went right before the reduction – is the training budget. Oh man, how dumb is that!

With fewer people now required to engage with more focus and generate great results, the one thing you MUST do is equip them to succeed. Don’t eliminate the training budget– Pump it up!

The leaner work force and sales force needs better skills.They need to be energized, encouraged. You need to know their strengths and get more leverage from them. You need them to be happier, more excited, more jazzed to come tow ork and contribute. Stripping them or learning and growth opportunities through budget cuts will do exactly the opposite.

In the leaner organization, individual development and fulfillment are critical to driving the organization to prosperity and energizing your people to perform at their best.