The process is all about possibilities. In my years of helping farmers plan I have never seen a goal chosen by a business that has not already been achieved by another somewhere in the sector. This is why I'm convinced that bringing dreams to reality is not a matter of whether it can happen but whether the business owners will do what's needed to make it happen.
This links to another principal for effective strategic planning. A significant risk to all plans is known as 'FTI' – the business owner's failure to implement. Experience has shown me that most of us in business know what is possible and what we need to do. Not all of us get around to doing it. This FTI can be incredibly costly.
This challenge affects us all. For some time I have been aware of the value technology could add to my accessibility as a consultant.
With smart phones, GPS and cloud based (internet) technology, the possibilities for easy communication and instant exchange of information are endless. Ye only this year did I choose to focus on implementing this. Doing so has led me to much more effective systems. I can now confidently take advantage of Skype based and other internet-based communication to consult via video links across Australasia and the wider world. I am now supporting farming enterprises that I will never physically see and people I will never meet. Technology has made this a reality and has added much to productivity and cost effectiveness.
In a similar way, I have seen my farmer clients remove limitations and create possibilities in their businesses.
I regard farmers' enthusiasm for, or reluctance about, new technology as either removing or building 'glass ceilings' in their business. These are the invisible barriers to progress created by mindsets and attitudes to innovation. They commonly include lack of systems for feed budgeting to drive cost-effective strategies on feed policies. Others involve a casual approach to staff management despite widely recognised benefits of achieving clear expectations and accountability through job descriptions and regular performance reviews. Some farming operations are limited by their owners' or staff's attitude to computerised planning and recording systems.
An open and educated mind frees the business for greater productivity and profit. A simple example I saw recently is a farmer who constantly thinks 'smart'. He was doing a small building project on his property and realised he wasn't carrying a spirit level. Some quick thinking resulted in him downloading an application via internet to his smart phone which enabled him to convert the phone to a spirit level whenever he needs it and he was able to complete his work without delay. This is a small example but it demonstrates the type of thinking that can be used to capture advantage and save time.
I am encouraging my older clients to delegate this area to those who are in tune with technology if they don't want to do it themselves. Younger people developing their careers don't necessarily need formal education.
• Kerry Ryan is a Tauranga agribusiness consultant available to farming businesses face-to-face or online for advice and ideas.
You can contact him at
www.kerryryan.co.nz
