Every business has its challenges.
Some are obvious.
Some have been around so long that they have become normal.
Some haven't become problems yet—but could.
See if anything here feels familiar.
• Good people are leaving.
• Attrition is becoming difficult to manage.
• We can't find the right people.
• We can't find good salespeople.
• Recruitment takes too long.
• New employees don't settle in quickly.
• People don't take enough ownership.
• Employees wait to be told what to do.
• Performance varies too much between people.
• We have capable people who aren't performing to their potential.
• Key functions depend on one person.
• We have people, but not enough leadership.
• The second line isn't strong enough.
• We don't have people ready for the next level.
• Training isn't producing the change we expect.
• Employee motivation is falling.
• People aren't aligned with where the company is going.
• The culture we want isn't the culture we have.
• We are struggling to retain our best people.
• We are losing customers.
• Existing customers are buying less.
• New customers are difficult to acquire.
• Customers are becoming more demanding.
• Customers are constantly asking for lower prices.
• Competitors are taking our customers.
• Customers don't seem to see our difference.
• We don't really know what customers value anymore.
• We don't know why customers leave.
• Customer complaints keep recurring.
• Customer experience isn't consistent.
• We are too dependent on a few customers.
• We aren't getting enough repeat business.
• We are struggling to enter better customer segments.
• Our reputation isn't where we want it to be.
• Sales have stopped growing.
• Sales have become unpredictable.
• We aren't getting enough enquiries.
• Leads aren't converting.
• Our salespeople aren't delivering.
• We can't find effective salespeople.
• Sales depend too much on the founder.
• Our sales team isn't hunting for new business.
• We don't know which markets to target.
• We don't know which customers to pursue.
• Sales cycles are becoming longer.
• Competitors are winning deals we should be winning.
• We are competing mainly on price.
• We don't know why some products sell and others don't.
• We don't have a clear sales engine.
• A product isn't selling.
• Some models sell; others don't.
• We don't know what product to make next.
• We don't know what the market really wants.
• We have good products but weak demand.
• We are developing products without enough market feedback.
• Our product range has become too complicated.
• We have products that are no longer relevant.
• We don't know which products deserve investment.
• We want to enter a new market but don't know where to start.
• We see opportunities but aren't sure which ones to pursue.
• Competitors are moving faster than us.
• Technology is changing our market.
• We don't know how AI will affect our business.
• We are not innovating fast enough.
• Too many things still depend on people.
• Everything requires the founder's attention.
• Decisions take too long.
• The same problems keep coming back.
• Processes are inconsistent.
• Too much is being done manually.
• Productivity isn't where it should be.
• Quality problems keep recurring.
• Delivery takes too long.
• Coordination between departments is weak.
• We have outgrown our systems.
• Technology isn't keeping up.
• Information doesn't reach the right people at the right time.
• We have too many processes but not enough discipline.
• We are working harder than we should have to.
• Collections are becoming difficult.
• Outstanding payments are increasing.
• Cash is always tighter than it should be.
• Margins are under pressure.
• Turnover is growing but profits aren't.
• Too much money is locked in inventory.
• Working capital is becoming a problem.
• We don't know which products actually make money.
• We don't know which customers are profitable.
• Growth is consuming too much cash.
• Costs keep increasing.
• We are discounting too much.
• We don't have enough visibility into where money is being lost.
• We want growth without putting the company under financial stress.
• We know there is more value in the business than the numbers show.
• Everything still comes back to me.
• I am constantly firefighting.
• I can't get away from the business.
• I am making too many decisions myself.
• The organisation doesn't move fast enough.
• People need too much direction.
• I don't have enough time to think about the future.
• We have grown, but haven't professionalised enough.
• The leadership team isn't functioning as a team.
• We aren't aligned on priorities.
• Strategy keeps getting pushed aside by today's problems.
• We have ambition but lack execution.
• I know the company can do much better.
• I don't know what the next level looks like.
• I feel we are operating below our potential.
• Partners are no longer aligned.
• We disagree about the future.
• One partner wants to grow; another doesn't.
• Decisions between partners take too long.
• Roles between partners aren't clear.
• Family and business are becoming difficult to separate.
• The next generation isn't interested.
• The next generation is interested but isn't ready.
• Nobody is ready to take over.
• We don't know who should take over.
• We need to professionalise the business without losing what made it successful.
• We need to prepare the organisation for succession.
• We don't know what the founder's role should become.
• We want the business to outlive the founder.
• Growth has stalled.
• We don't know where the next growth will come from.
• We have opportunities but lack the capability to pursue them.
• We want to expand geographically.
• We want to enter a new business.
• We want strategic partners.
• We want investors.
• We want to build a much bigger company.
• We want to attract better talent.
• We want larger customers.
• We want to become more professional.
• We want to build an organisation that doesn't depend on us.
• We want to know what the company could become.
• We suspect we are leaving enormous potential unused.
• We don't want to settle for what we have built.
“Something isn't right.”
“We are doing reasonably well, but something is holding us back.”
“I know there is much more in this company.”
“I don't know what the problem is. That's why I need someone to look at it.”
“I want the company to move to another level.”
Then comes the most important section.
We don't use standard solutions.
Every company is different.
Every challenge is different.
So the answer cannot always be the same.
We diagnose what's blocking the progress.
Then we determine what needs to change.
It could be people.
Leadership.
Customers.
Products.
Processes.
Technology.
AI.
Positioning.
Relationships.
Or something nobody had considered.
Because when your Orbit changes,
your experiences change. For better.
Please don't bother contacting us.
Seriously.
If your people are performing, customers are happy, sales are healthy, cash flows well, products are moving, leadership is strong and you are happy with where the company is going—
keep doing what you're doing.
Just remember:
You have support when you need it.
You don't need to have the answer.
You don't even need to know exactly what the problem is.
Tell us what you're experiencing.
We'll start there.