If you read this screed with any regularity, you know that Friday’s topic is always food-related. The post below is the most-read foodie post of 2016. It was published last January and was originally called “Ripe.” It was a rumination on a banana and businesses that forego strategy for speed. As you’ll read, I’m not a fan of racing to the wrong destination, or to no destination at all. Amazing where one banana can take you, isn’t it? A healthy and happy New Year to you all. On to 2017!
It’s Foodie Friday and this week’s post is inspired by my breakfast. My weekday breakfast almost always involves a banana, and this morning’s banana looked yummy until I actually bit in. It was not really ripe enough. The texture was too hard for my taste and the flavors hadn’t really matured. In fact, it was kind of tasteless and quite unsatisfying. The banana would definitely have benefited from another day or two of ripening. 
Despite my day not being off to a great start, a business point popped into my head. Many businesses suffer from the same phenomenon as the banana (although honestly, I am not blaming the banana for being eaten too soon). We don’t let things ripen and we move overly fast. I see this with some clients who forget the original business plan when a new opportunity presents itself, losing sight of what had got the business to this point. That sort of action – moving too fast away from what was a good idea – does nothing but engender short-term thinking.
Failing to let the business ripen also means you’ve not got enough customer feedback. It takes time to scale, and even if you enjoy explosive growth, it takes time for both the business and your customers to figure out what feedback is meaningful based on repeat engagements, etc. You would much rather hear from a customer who has purchased and used your product several times that a one-time experience.
You need to ripen to assess the right size of your staff. You need to ripen to estimate what your real operating costs are and will be. To the extent scale improves product costs, you need to ripen in order to make that assessment. Finally, you need to ripen to ascertain what your real capital needs are. Early cash flow won’t be as promising as it will become down the road (hopefully) but those needs don’t present themselves right away.
I am all for moving quickly, particularly when a company is young. Haste, however, can make waste when that speed and a failure to let things ripen means a loss of focus. Make sense?
Consult Keith 