Propelling GCA into the next lap

Ian Dyason. 12 March 2021

In the previous two articles, I had taken a retrospective look at GCA's business over the past 5 years and highlighted the good and the not-so-good parts of the business. But good or bad, we have learnt a lot and we are now in the position to propel the business into the next 5 years with optimism. We are excited for better things to come. So in this final retrospective instalment, we articulate these plans for the next 5 years...

1. More structure and devolution of responsibility

Everyone must be empowered to take responsibility and be accountable for their results. GCA can only grow on the backs of growth-minded contributors.

GCA must grow on its own merits. It cannot be the results or efforts of a few. There has to be a proper structure with devolution of responsibility. Everyone must be empowered to take responsibility and be accountable for their results. GCA can only grow on the backs of growth-minded contributors. Hence, there will be more hiring for roles that will drive the business in the right direction. The business must, of course, be able to support such a structure. If it is unable to drive topline growth, then it would not be able to hire, and if it cannot hire, it cannot grow. There must therefore be a sense of urgency within the whole organisation to run towards the first level of sustainability, which is to be at a revenue level 3 times the total cost of business. This will allow us to hire more, and hire better, for the following years. Capital alone would not allow us to get there. The sustainable point is revenue growth.

2. Digitisation

Just calling for a Zoom meeting is not enough. This has to be on the back of a slew of digitised outreach methods that increase the number of touch points.

The digitised business is now the main mode of business. After one year of Zooming around, people are more comfortable meeting on-screen such that they are disinclined to meet face to face. This is a good thing because the costs of customer acquisition are now lower; but one needs to be able to effectively use digital solutions to reach across this artificial divide. Business development people must change their tactics; where once they relied on coffee or meetings to make the connection, they now need to use more innovative means through Zoom. However, just calling for a Zoom meeting is not enough. This has to be on the back of a slew of digitised outreach methods that increase the number of touch points. Programme delivery also needs to change. We have learnt that just because people sign in to a Zoom training session, it does not mean that they are present. There is a need to adopt a set of digitised engagement activities to ensure that they are present throughout the workshop. More work-study methods need to be conducted within the business to make sure these activities are appropriate across many different geographies and cultures. This is because of....

3. Internationalisation

this is the reason digitisation is so important - it allows us to carry out business from anywhere in the world to anyone in the world!

Singapore as a market is too small for sustained business growth, and if we are truly digitised, then there is nothing to stop us from operating in different countries and in different cultures. True, the products and services have to be adjusted to the language and culture of different markets, but that does not stop us from looking beyond the shores of Singapore. In fact, the way we are now geographically located, we are already a global company! We have staff in Singapore, Malaysia, France and Qatar! And we already have a partner in Vietnam! So while our customers are currently located in Singapore, over time, we are confident that we will have customers all over the world! And this is the reason digitisation is so important - it allows us to carry out business from anywhere in the world to anyone in the world!

4. Branding

It is not enough just to pay lip service to quality, it must be in our DNA. And if we fail to deliver on that promise, then we don't want to be paid for the service!

GCA, the 5 Dimensions and Growth Forecasting are all proprietary products and brands that we can, and should, build and protect. As we move across borders and build a network of trainers and coaches, they must be joined together by the promise of high quality and effective outcome. GCA as a brand must be synonymous with superb value and effective results. It is not enough just to pay lip service to quality, it must be in our DNA. And if we fail to deliver on that promise, then we don't want to be paid for