December '19

For the Business of Apparel Decorating

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Page 22 of 68

2 0 P R I N T W E A R D E C E M B E R 2 0 1 9 2 0 P R I N T W E A R D E C E M B E R 2 0 1 9 EMBROIDERY Erich's Embellishments These organizational powers are the foundation for solving problems and making new plans. Just as we drilled down on our specific business segments and internal structures in the last step, you should list similar areas and build your picture of what resources they have to contribute to your shop's develop- ment. For each segment, answer these questions: • On which initiatives are we making real progress? • What parts of this segment's pro- cess are running smoothly? • What successes are we regularly seeing in this area? Once again, write down anything you see as a resource or a strength, even if it sounds silly or unimportant at first. During this part of the process, we simply want to get a handle on what we do well and what we can rely on in our company, taking special note of untapped or incompletely utilized resources. We're looking for the people that get things done and who seem to have the will and wherewithal to grow. With automation, missing information is a problem, but you have to know why and in what stage of the process it goes missing to solve it. Left: Tracking flow is well worth your while, but it's not always necessary to get technical. Sometimes just stopping to consult common sense will show us that we've already taken notice of trends in our shops, even if we weren't always taking notes. Right: You don't have to be psychic to secure your success, but you do have to keep your eyes open and be ready to measure your progress.

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