Many organizations schedule their hours to make life pleasant for employees. That can be costly if those hours make life unpleasant for customers. This article explains how to think about the hours you operate.

Some people think that being an charitable enterprise means you just have to give things away. But it's much better to give away the right things. Otherwise, you won't be able to help as many people.

This article looks at the interaction of customer selection and location with the type of offerings you provide for impacting profits and growth potential.

Sometimes you are better off not adding an offering because your costs go up faster than your profit contribution. This article shows how to avoid that problem and add highly profitable new offerings for your customers.

There's a wonderful win-win when you can reduce operating costs and make it less expensive for people to use your offerings. This article explains how to analyze the opportunity to make this improvement.

Low-profile change often works better than high-profile change, but it's had to persuade CEOs of that. In this article, I explain what leaders must do to achieve breakthroughs.

Many businesspeople make it too complicated when it comes to creating an environment for making improvements. This article shows how basic instincts are the best way to give you the results you want.

You could lower prices, add more features, improve the packaging, provide promotions, or increase marketing. Which direction will bring the biggest increase in profitable sales? Add benefits customers want that cost you little.

A nonprofit organization needs to be efficient as well as caring. This article looks a how business model innovation can expand what a nonprofit organization can afford to provide for beneficiaries.

Many technical people dream of moving into management. But the pathway isn't clear. This real-life example should provide lots of guidance for making such a shift.