About us

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We have provided a Complete Company Profile 2018 on our About us page which we trust will influence you to contact us to discuss your Business needs.

The MJF GROUP.  

The MJF GROUP provides Business Advisory Services and Support to the CEO, under the banner of the MJF Group (Business Support to the CEO).

The members of Our Group solve problems which CEO’s are experiencing across a range of demanding and complex disciplines and industry sectors.

We bring a unique, cross-disciplinary approach to clients’ challenges, ensuring the right balance of ability and real-world experience, this includes; strategy, marketing, sales, business planning, accounting services and funding applications, health information management, organisational ability, executive talent development and performance and digital strategy.

About us.

 

Who We are.

Company Expansion

South Africa.

A Sole proprietary business was started by Dr M J Freestone in 2004. It included a JV with an accounting service business called Riverstone Accounting Payroll and Statutory Services (RAPSS). By end 2016 RAPSS services were brought under the banner of The MJF Group.

Australia.

In 2014 the sole proprietor, which by now was a Group of companies, added to its list of professional services by opening an Australian Branch, incorporating Executive Recruitment and Leadership profiling,

This broadened our services to include Information Management to the Health Sector by amalgamating with DataProComms (Pty) Ltd Australia, run by Dr D Freestone Doctor of Philosophy (Public Health).

United Kingdom

We created a UK Company; Interco Development & Training Limited.  This company provides soft skill training for micro to small businesses in Hull and offers them access to a funding portal run in conjunction with Sterling Capital Limited. Interco also offers Business Support to companies needing to grow and develop their businesses.

We have also opened BASS Business and Soft Skills Limited (By Guarantee), a Charity created to train under 25’s to get a broader perspective of business skills needed to get into the business world.

The adoption of Australia and the United Kingdom into the MJF Group brings together 85 years of senior executive knowledge and experience in the Freestone family with 38 years joint management consulting experience across three continents.

This enables us to offer clients a complete suite of consulting and advisory services into key industry and services sectors such as:

  • finance,
  • manufacturing,
  • engineering
  • textiles specifically under manufacturing
  • mining,
  • telecommunications,
  • construction,
  • distribution,
  • health,
  • hospitality

About us

Companies in Group

  • Dr Michael John Freestone trading as MJF GROUP ™.(SA)
  • Interco Development & Training Limited (UK)
  • South African Mining and Exploration Company (SAMEC) ™)
  • Business and Advisory Soft Skills cc t/a as BASS ™ (SA)
  • DataproComms (Pty) Ltd Melbourne Australia (Pty) ™ Ltd (AU)
  • BASS Business and Soft Skill Limited ™ (By Guarantee) A Charity to train under 25’s (UK)

Legal Entity

The company is incorporated in South Africa as a Sole Proprietor, In Australia as a (Pty) Ltd; In the UK as Limited Companies.

What Methods Do We Use?

Business Support Program

Created as a Business Advisory Service, offering Strategy, Peformance Improvement, Marketing, Sales, Operational, Business Planning and Funding Applications support to the busy CEO, leaving him time and energy to focus on the key issues affecting their businesses today. We have doing this for the past 14 years.

Our Customer Value Proposition is:

We work with CEO’s to: Improve Productivity; Increase their profitable Sales by as much as 179%”

Proprietary Tools

Utilizing our proprietary tools assists us in understanding the condition of the Client’s business and the diagnostic approach used by us identifies what needs to be done to uncover hidden profits.

AQL Business Diagnostics ™ http://www.mjfgroup.biz/aboutus

 

 

https://www.mjfgroup.biz/7 Step Diagnostic for the CEO ©.

 

https://www.mjfgroup.biz/nichemarketCompetitor Analysis ©

 

 

 

https://www.mjfgroup.biz/newbusinessservicesDISC © Analysis Only for our registered Clients.

 

https://www.mjfgroup.biz/businessdiagnosticPrimary Business Health Check ©

 

 

 

https://www.mjfgroup.biz/chgemenagementandgrowth Performance Toolkit V2.©

 

 

https://www.mjfgroup.biz/growthpredictorindex/dna GE Matrix Chart (Modified) ©

 

 

https://www.mjfgroup.biz/aboutusProprietary Financial Analysis Charts and Spreadsheets.

 

 

https://www.mjfgroup.biz/aboutus Sales Forecasting 5 years ©.

 

 

Consulting Services

Our professional consulting services to CEO’s (Chief Executive Officers) in both Corporate Business and Health/Medical Services sectors has been tried and tested.

Marketing and Sales Plans

Whether we are working on mapping your new strategy, crafting your funding plan, growing sales by using our 133 Marketing and Sales tactics, or searching for your new executive, you can rely on us to get the job done thoroughly.

Full Accounting Services.

We provide full outsourced accounting services including:

  • Bookkepeing
  • Monthly Management Accounts
  • VAT
  • Payroll
  • Accounting Officer
  • Auditing.

Funding Applications

Our funding division makes application for Grants in the Production Incentive Program (PIP) designed for the Clothing, Textile, Leather and General Goods Sector (CTFL).

We successfully negotiate the various protocols in IDC, SEFA, NEF and DTI to get funds for companies who have a great product, Level 2 BBBEE, excellent staff, much innovation but no cash.

Dr MJ Freestone is a Senior IDC Expert and sources Plant and Equipment funding as well as Working Capital funding to ensure that cash flow is not a limiting factor.

The division works hand in hand with Business Support. It has been our experience that unless the client changes his business behaviour there is not enough funding in the world. So once a workable Business Plan has been completed, it will require change management, which is offered by Business Support.

About us

Training Division

Our Softskills division; Interco Training and Development UK/South Africa provides training solutions with courses designed to increase business and leadership knowledge.

The 97 practical courses that we offer can be held at your Company premises, making it very convenient and cost-effective.

Our normal courses, held in very upmarket premises in HULL, United Kingdom/Midrand South Africa are conducted weekly, 4 courses per month. They change the following month and depending on popularity may come back sooner than every 2 months.

The courses are monitored by an invigilator and score results are given to management a week after training, which enables the Company sending the trainee, a subjective evaluation of how they have done.

Interco has a Joint Venture with Sterling Capital to provide funding to SME’s through our Funding Lines suite of products.

Business Problems that we solve for the CEO’s include:

  • Falling profitability
  • Ineffective Strategy
  • Poor Inventory controls
  • Old fashioned Accounting systems
  • Not using Accounting systems correctly
  • Poor marketing and/or no marketing
  • Poor marketing tactics as no marketing strategy exists
  • Too much marketing causing space and order backups leading to low customer satisfaction
  • Extremely low customer satisfaction score
  • Disappearing sales
  • Productivity in tatters
  • Low On-Time In-full statistics.
  • No staff training
  • High employment changes
  • Over-employment adding to lack of productivity
  • Poor systems and procedures
  • Lack of control in the organisation causing chaos.
  • No Mechanisms to check and control the organisation.
  • No Tracking of Executives progress to planned objectives.
  • Poor Leadership
  • No Leadership profiling
  • No Executive training
  • Poor Executive recruitment using the DISC Tools.
  • Poor Management practices

Professional Services we offer the Health Service CEO’s

  • Conducting Quality Audits of Clinical Coding
  • Project Management of clinical and administrative information systems implementation
  • General Practice Accreditation Readiness.

Services for Education & Professional Development in the Health Care Sector – Ausralia run by Dr Darren Freestone

  • Professional development and staff training for;
    • Activity Based Funding
    • Clinical Coding readiness. ICD10
  • Education & Training;
    • People entering or re-entering the Clinical Coding profession.
    • Overseas organisations looking to set up Health Information Management systems

About us

Management Expertise.

Management expertise focuses on two specialities – strategic positioning to support and grow market share; development and implementation of working plans to meet strategic outcomes:

Boutique consulting services provided include;

  • Providing due diligence services and contract negotiations for the acquisition of:
    • mines
    • educational institutes
    • healthcare manufacturing facilities for major UK and South African based Industries.
  • Project to integrate multiple mining facilities into one plant, ensuring uninterrupted supply to the market.
  • Change management and the negotiation of a purchase of a South African owned Transport business to get mining product from the DRC to South Africa.
  • Project to transition a trading entity into a copper cable manufacturing entity with a world-class a new range of copper cable manufacturing plant in South Africa.
  • Engaged in working with a telecommunications provider in Tanzania for 2 years.
  • Engaged by a South African company to craft a business plan which had a complete design and construction to build electrical and telecommunications projects in East Africa.  The scope involved designing and costing the project to connect with the Middle East from Tanzania to South Africa.
  • Taking a low-cost mass distributor textile provider to becoming a multi-faceted high cost “Made to Order” Clothing and Uniforms Fashion House and provider of Premium Gifts to a Corporate Niche Market.
  • Crafting a Greenfied Business Plan for a Copper Cable Factory using the latest state of the art technology.

Membership and Affiliations

The MJF GROUP holds Membership with:

  • JCCI
  • VCCI
  • The Institute of Directors (IOD)
  • Institute for Independent Business (IIB);
  • The South Africa Institute of Tax Practitioners (SAIT),
  • Commissioner of Oaths
  • SARS Tax Practitioner.
  • Full Member of the HIMAA (Health Information Management Association of Australia). Certified Health Information Manager.
  • CSSA/ICSA/CIBM

About us

Company Contact details

South Africa

South Africa.:  Potgieter Road Glen Austin AH Ext 1.1685.

Cell#: +278369423753.   Gloria A Wright Freestone.

Email: admin@mjfgroup.biz

Cell# +2783 4754192. Dr Michael J Freestone.

Email: info@mjfgroup.biz
Webpage: http://www.mjfgroup.biz /ABOUTUS 
Skype name: mfreestone5209

The United Kingdom.

Head Office.

K2 Bond Street.

44 Bond Street, Hull. HU13EN

Interco Development & Training Limited

Cell# +44 1482363903       Director Mr Brian Freestone

Webpage: http://www.interco.mjfgroup.biz

BASS Business and Soft Skills Training Limited (By Guarantee)

Cell +447729905578         Director  Dr Michael John Freestone.

Webpage (Under Construction) http://www.basshull.org)

Australia.

By Introduction only as we maintain a very low profile while we are growing this business.

Should you require any of the services mentioned use the contact form below.

IDC Overview

https://www.mjfgroup.biz/idcoverview/idcpost

https://www.mjfgroup.biz/idcoverview/idcpostI am a Senior IDC Expert and as such have been asked many times by my Clients to give them an Overview.

Well if you look on the IDC’s site: www.idc.co.za as an interested party it may well seem like a minefield.

So let me start. But before we do I must tell you that I am not employed by IDC neither do I profess to be a complete GURU at their needs and do the very best for my Clients. In the past 5 years, I have raised over R300 million for SME’s.

IDC Overview

It is no use looking for funding at IDC  unless a couple of hard coded rules are followed and these are:

Minimum requirements

  1. Security; the form and nature of which will relate to your specific circumstances;
  2. Compliance with international environmental standards;
  3. Shareholders/owners are expected to make some financial contribution:- The contribution of historically disadvantaged people under special circumstances may be lowered, in which case the corporation will be prepared to extend finance in excess of the owner’s contribution.
  4. The project/business must exhibit economic merit in terms of profitability and sustainability;
  5. We do not refinance fixed assets, since our aim is to expand the industrial base; and
  6. We also focus on broad-based and expansionary black economic empowerment and black industrialists.

https://www.mjfgroup.biz/idcoverview  Expansions by existing businesses

  • Latest audited and actual financials (signed by the finance director, MD or CEO). VIP!!
  • Your updated business plan focusing on the proposed project/expansion.
  • A detailed description of the nature of expansion, its related costs and revenues.

IDC Overview

A comprehensive business plan.  VIP

Small, medium and start-up businesses

To go on and detail all the sectors and product types is onerous and for a reader slightly boring so I suggest you have two ways to deal with anything about the above that may interest you.

  1. Contact IDC:
  2. Contact me by using the contact button below:

Contact me.

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The Power of Vision.

https://www.mjfgroup.biz/powerofvision

The Power of Vision is what serves several purposes in an organisation. First and foremost, it captures the organisations future intent. In other words, it paints a picture of what the company intends to become, not what it is today.https://www.mjfgroup.biz/dailyquotes/howyoudefine the problem

This topic has been written about by Authors, Songwriters and Preachers so it is not new.

  1. The Power of Vision by Joel Barker – Star Thrower Distribution.
  2.   Myles Munroe: ‘The Power of Vision’
  3.   The Power Of A Vision – Jesus Culture,
  4. Power of a Vision | Leaders Living Life Fully – Eternal Leadership
  5. The Power of Vision | A Sermon | Pastor Taiwo Kayode — House On …

A Common red line through just the few I have highlighted here.

A vision should stand the test of time and perpetuate the enterprise over a long period of time. A vision can serve a multiple of purposes:

  1. A vision bonds. Companies are populated with individuals possessing a diversity of skills, languages, cultures and personalities. A vision can give people a common cause and direct their energies towards a unifying goal.
  2. A vision inspires. Although corporations measure their progress over time with numbers – growth, profits, or both- numbers do not generally inspire ordinary people to do extraordinary things. But, a more noble vision and strategy can inspire beyond one’s expectations.
  3. A vision is an anchor. When times are difficult, a vision gives an organisation an anchor that will steady the ship and hold everyone together until the storm passes.
  4. A vision is a potent competitive tool. Having a sense of what one wants to become when grown up gives the organisation an enormous competitive edge and advantage over those that as my daughter says ‘haven’t got a clue’.

The Power of Vision.

Required attributes of a successful vision.

A vision

  1. Will mobilise a large population of people who might not have any other attachment to the organisation than that it is their job and source of income,
  2. Must have certain attributes in order to get ordinary people to do extraordinary things.
  3. A power of a vision must be clear. The vision cannot be ambiguous. Most people in an organisation do not want to be leaders – they simply want to be good followers. As such, what they want to know from their leaders is: “Where are you taking me so I can decide whether I want to follow you there?” As a result, the leader must design a clear vision that can quickly and clearly be understood by all employees.
  4. A power of a vision must be compelling. A goal of becoming a Billion-Rand company will not motivate ordinary people to do extraordinary things. Numbers are usually not compelling enough to mobilize large groups of people to want to achieve beyond their capabilities. In order to motivate people to overachieve, the vision must ‘compel’ people to want to overachieve voluntarily. Thus the reason for Steve Jobs attracting John Scully to join Apple, even though he gave up a very lucrative job with Pepsi – not with promises of a large financial incentive, but rather with the “opportunity to change the world”. What foresight Steve Jobs exhibited in those days back in 1971. That is exactly what the PC industry, led partially by Jobs and Apple, has done.
  5. A power of a vision must be distinctive. Not many people want to work for an imitator, where every transaction the company engages in turns out to be based strictly on price. That is not a fun world! The best companies have a distinctive vision that does not attempt to imitate their competitors but sets them apart from these competitors. Like the super racehorse Secretariat, their notion of competition is not run side by side with their competitors but, rather lead the next best competitor by 31 lengths, pulling farther and farther ahead of each business cycle. As Samuel Johnson once said, “No man has achieved greatness by imitating another man.”
  6. A power of a vision must be consistent. A vision that is constantly being adjusted is usually not going to impress anyone, PARTICULARLY YOUR OWN TROOPS. Visions that are forever changing reflect the lack of forward thinking and will become the butt of everyone’s corporate joke – the proverbial “vision of the week.”

The Power of Vision.

http:///www.mjfgroup.biz/thepowerofavisionA personal perspective of what  constitutes a Vision and it’s elements. By Dr Michael J Freestone.

Next Blog My method in – Writing a Powerful Vision Statement.

Contact us

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What is EVA? Definition

https"//www.mjfgroup.biz/economicvalueadd

What is EVA? Definition

Economic Value Added (EVA) is a financial performance method to calculate the true economic profit of a corporation. EVA can be calculated as Net Operating Profit After Tax minus a charge for the opportunity cost of the capital invested.

https://www.mjfgroup.biz/eva
EVA ( © / ™ Stern Stewart & Co.) is an estimate of the amount that earnings differ from the required minimum rate of return (against comparable risk) for shareholders or lenders. The difference can be both a surplus or a shortage.

EVA compared with MVA

Unlike Market-based measurements, such as MVA, EVA can be calculated for a divisional (Strategic Business Unit) level.

Unlike Equities measurements, EVA is a flow and can be used for performance evaluation over time.

EVA compared with EBIT and EPS

Unlike accounting profit, such as EBIT, Net Income and EPS, EVA is economic and is based on the idea that a company must cover both the operating costs AND the capital costs.

Calculation of EVA. Formula

The basic formula for calculating EVA is:

      Net Sales

–     Operating Expenses

——————————————————

      Operating Profit (EBIT)

–     Taxes

——————————————————

      Net Operating Profit After Tax (NOPAT)

–     Capital Charges (Invested Capital x Cost of Capital)

——————————————————

      Economic Value Added (EVA)

By taking all capital costs into account, including the cost of equity, EVA shows the financial amount of wealth a business has created or destroyed in a reporting period. In other words, EVA is profit in the way that shareholders define it. If the shareholders expect, say, a 10% return on their investment, they earn money only to the extent that their share of the NOPAT exceeds 10% of equity capital. Everything before that just builds up to the minimum acceptable compensation for investing in a risky enterprise.

What is EVA? Definition

USAGE of the EVA method: Aligning decisions with shareholder wealth

EVA was developed to help managers to incorporate two basic principles of finance into their decision making:

  1. The primary financial objective of any company should be to maximize the wealth of its shareholders.
  2. The value of a company depends on the extent to which investors expect that future profits will differ from the cost of capital. By definition, a sustained increase in EVA will result in an increase in the market value of a company. This approach has proved valid and effective for many types of organizations. This is because the level of EVA isn’t what really matters. Current performance already is reflected in share prices. It is the (continuous) improvement in EVA that brings (continuous) increases in shareholder wealth.

Some specific usages of EVA include:

  • To set organizational goals.
  • Performance measurement.
  • Determining of bonuses.
  • Communication with shareholders and investors.
  • Motivation of managers.
  • Capital budgeting.
  • Corporate valuation.
  • Analyzing equities.

Economic value added

From Wikipedia, the free encyclopedia
In corporate financeeconomic value added (EVA) is an estimate of a firm’s economic profit, or the value created in excess of the required return of the company’sshareholders. EVA is the net profit less the equity cost of the firm’s capital. The idea is that value is created when the return on the firm’s economic capital employed exceeds the cost of that capital. This amount can be determined by making adjustments to GAAP accounting. There are potentially over 160 adjustments but in practice only several key ones are made, depending on the company and its industry. EVA is a service mark of Stern Value Management.[1]

Calculation[edit]

EVA is net operating profit after taxes (or NOPAT) less a capital charge, the latter being the product of the cost of capital and the economic capital. The basic formula is:

{\displaystyle {\begin{aligned}{\text{EVA}}&=({\text{ROIC}}-{\text{WACC}})\cdot ({\text{total assets}}-{\text{current liability}})\\[8pt]&={\text{NOPAT}}-{\text{WACC}}\cdot ({\text{total assets}}-{\text{current liability}})\end{aligned}}}

where:

  • {\displaystyle {\text{ROIC}}={\frac {\text{NOPAT}}{{\text{total assets}}-{\text{current liability}}}}}, is the return on invested capital;
  • {\displaystyle ({\text{WACC}})\,} is the weighted average cost of capital (WACC);
  • {\displaystyle ({\text{total assets}}-{\text{current liability}})\,} is the economic capital employed (total assets − current liability);
  • NOPAT is the net operating profit after tax, with adjustments and translations, generally for the amortization of goodwill, the capitalization of brand advertising and other non-cash items.

EVA calculation:

EVA = net operating profit after taxes – a capital charge [the residual income method]

therefore EVA = NOPAT – (c × capital), or alternatively

EVA = (r × capital) – (c × capital) so that
EVA = (r − c) × capital [the spread method, or excess return method]

where

r = rate of return, and
c = cost of capital, or the weighted average cost of capital (WACC).

NOPAT is profits derived from a company’s operations after cash taxes but before financing costs and non-cash bookkeeping entries. It is the total pool of profits available to provide a cash return to those who provide capital to the firm.

Capital is the amount of cash invested in the business, net of depreciation. It can be calculated as the sum of interest-bearing debt and equity or as the sum of net assets less non-interest-bearing current liabilities (NIBCLs).

The capital charge is the cash flow required to compensate investors for the riskiness of the business given the amount of economic capital invested.

The cost of capital is the minimum rate of return on capital required to compensate investors (debt and equity) for bearing risk, their opportunity cost.

Another perspective on EVA can be gained by looking at a firm’s return on net assets (RONA). RONA is a ratio that is calculated by dividing a firm’s NOPAT by the amount of capital it employs (RONA = NOPAT/Capital) after making the necessary adjustments of the data reported by a conventional financial accounting system.

EVA = (RONA – required minimum return) × net investments

If RONA is above the threshold rate, EVA is positive.

Comparison with other approaches[edit]

Other approaches along similar lines include residual income valuation (RI) and residual cash flow. Although EVA is similar to residual income, under some definitions there may be minor technical differences between EVA and RI (for example, adjustments that might be made to NOPAT before it is suitable for the formula below). Residual cash flow is another, much older term for economic profit. In all three cases, money cost of capital refers to the amount of money rather than the proportional cost (% cost of capital); at the same time, the adjustments to NOPAT are unique to EVA.

Although in concept, these approaches are in a sense nothing more than the traditional, commonsense idea of “profit”, the utility of having a more precise term such as EVA is that it makes a clear separation from dubious accounting adjustments that have enabled businesses such as Enron to report profits while actually approaching insolvency.

Other measures of shareholder value include:

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Change Management and Growth

https://www.mjfgroup.biz/chgemenagementandgrowth

Change Management and Growth is depicted in the iceberg of Wilfred Kruger, which is, arguably, the best written document capturing the essence of change.

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Change Management and Growth

Change management and Growth involve a number of concepts including those of Andrew Pettigrew and Richard Whip.

http://www.mjfgroup.biz/

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Wikipedia has this to Say.

Change management (sometimes abbreviated as CM) is a collective term for all approaches to preparing and supporting individualsteams, and organizations in making organizational change. It includes methods that redirect or redefine the use of resources, business process, budget allocations, or other modes of operation that significantly change a company or organization. Organizational change management (OCM) considers the full organization and what needs to change,[1] while change management may be used solely to refer to how people and teams are affected by such organizational transition. It deals with many different disciplines, from behavioral and social sciences to information technology and business solutions.[2]

In a project-management context, the term “change management” may be used as an alternative to change control processes wherein changes to the scope of a project are formally introduced and approved.[3][4]

Change management is faced with the fundamental difficulties of integration and navigation, and human factors.

Integration[edit]

Traditionally, organizational development (OD) departments overlooked the role of infrastructure and the possibility of carrying out change through technology. Now, managers almost exclusively focus on the structural and technical components of change.[citation needed] Alignment and integration between strategic, social, and technical components requires collaboration between people with different skill-sets.

Navigation[edit]

Managing change over time, referred to as navigation, requires continuous adaptation.[citation needed] It requires managing projects over time against a changing context, from inter-organizational factors to marketplace volatility. It also requires a balance in bureaucratic organizations between top-down and bottom-up management, ensuring employee empowerment and flexibility.

Human factors[edit]

One of the major factors which hinders the change management process is people’s natural tendency for inertia. Just as in Newton’s first law of motion, people are resistant to change in organisations because it can be uncomfortable. The notion of doing things this way, because ‘this is the way we have always done them’, can be particularly hard to overcome.[22] Furthermore, in cases where a company has seen declining fortunes, for a manager or executive to view themselves as a key part of the problem can be very humbling. This issue can be exacerbated in countries where “saving face” plays a large role in inter-personal relations.

To assist with this, a number of models have been developed which help identify their readiness for change and then to recommend the steps through which they could move. A common example is ADKAR, an acronym that stands for awareness, desire, knowledge, ability, and reinforcement. Whichever is the first level that does not apply to an individual, team, or organization is the first step to complete in helping them change.[23]

The Greiner Curve.

The Growth Phase model of Larry Greiner suggests that organisations go through between 5 and 6 phases of growth and need appropriate strategies and structures to cope,

Creativity, Direction, Delegation, Coordination and Monitoring, Collaboration and the recently added 6th being Extra Organisational Solutions.

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With thanks for the articles to 12manage.  An exllent source of business information. Join them today. MANAGER? Discover 12manage.com. Summaries of management methods and models. Network and discuss with peers. Register a membership. It’s free!

Contact us.

 If you are looking for real growth and managed change then contact us.

We provide companies with a profitable sales plan that can be as high as 179% n a single year. Join our Xtreme Business Program today.

Or send us an email asking for an appointment how our change management can take your business to new heights.

 

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