4-4 | The Decisive Difference Between Those Who Can Build Systems and Those Who Cannot - The 'Forest-View Perspective' That Led to Profitability - (4/4)

As a result of A/B testing,
the medical staffing business became profitable in six months.

What was the difference?

It was not talent,
nor was it effort.

It was perspective.

Those who look at the trees and those who look at the forest

I sometimes compare managers and sales directors to 'forest guardians'.
The job of a forest guardian is to 'make the forest flourish'.

And many on the front lines
are looking at the 'trees'.

・Is this salesperson excellent?
・Which doctors are they on good terms with?
・Is this hospital a good match?

However, I look at the 'forest'.

The 5 perspectives I always look at

① What are the commonalities?
Look at the reasons for success in terms of structure, not people.

② What is the cause of demand?
Instead of 'selling',
break down 'why it was needed right now'.

③ Can it be supplied stably?
Think about whether it is possible to supply it stably
when you continue to capture that demand.
If you cannot do this, it will not lead to profit.

④ Where is the bottleneck?
Identify the one place that is stopping the whole, or will stop it.

⑤ Can reproducibility be guaranteed?
Can anyone reproduce it?
Can it work even with average talent?

There is always 'causality' in results.
I dig deep to think about what caused it and why this result was achieved.
If the sample size is small, it is not immediately visible.

However, if the sample size increases,
causality becomes visible as a greatest common divisor.
If the sample size is small,
please logically formulate a hypothesis and verify it.

What is a system?

A system is
a state where results are produced
even if excellent people do not work hard.

That is why I

take the approach of:
・Not denying traditional sales
・Experimenting together
・Creating methods by accompanying them

・Giving credit to that person when results are achieved

Conclusion

The reason why we could not become profitable in medical staffing
was not because of the market.
It was because the axis of judgment relied too much on people.

Do not manage people,
manage the structure.

Create a state where the forest grows on its own,
rather than just one tree.

That is
what I did in medical staffing.

In Chapter 5,
[5-1] How the underdog can win in sales
[5-2] 'Thinking on how to expand business scale' for managers
will be explained.