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The lines real readers chose to save. 1,244 Kindle readers have highlighted passages in SYSTEMology. These are the most-saved on Goodreads — sorted by how widely-quoted they are.
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- 01
Just 20 per cent of the systems you create will provide 80 per cent of your efficiency wins.
Chapter — Define - 02
Business is simply a game of problem-solving.
Chapter — Optimise - 03
Systems development is a bit like eating an elephant: you have to do it one bite at a time.
Chapter — Optimise - 04
Having worked with hundreds of companies over the years, I have found companies typically find themselves in one of four stages: #1 Survival; #2 Stationary; #3 Scalable; #4 Saleable.
Chapter — Introduction - 05
Start by systemising based on where you are, not where you'd like to be.
Chapter — Define - 06
It's simply a matter of identifying problems as they arise, prioritising them and then looking for a systems-centred solution.
Chapter — Optimise - 07
Most business owners are great at solving problems, it's just that many get stuck solving low-quality problems over and over again.
Chapter — Optimise - 08
You don't need to measure everything. In fact, focusing on too many numbers tends to do more harm than good.
Chapter — Optimise - 09
The ultimate goal of SYSTEMology: complete business reliability.
Chapter — Introduction - 10
The secret to ensuring your business develops a culture where systems are not just created, but actually used, is to introduce some level of accountability.
Chapter — Integrate - 11
I just want to focus on two tools and what I believe you need to build a truly successful systems-centred business: 1) Systems management software, 2) Project management software.
Chapter — Organise - 12
It's also probably unrealistic — and unnecessary — to ask your employees to reread the entire system every time they complete their tasks. That's where your project management software steps in.
Chapter — Organise - 13
The CCF focuses on the specific objective of having the business make money without being dependent on any one specific team member.
Chapter — Define - 14
I also suggest getting clear on the qualities your team members need to have to succeed within your business and building that into your recruitment process.
Chapter — Scale - 15
Success is lumpy and opportunity knocks when you're least expecting it.
Chapter — Introduction - 16
Play to your team's strengths and do everything in your power to make it easier for them to do their best work.
Chapter — Extract - 17
Fix your team communications and you'll solve 80 per cent of your problems.
Chapter — Organise - 18
Your business as a system is only as strong as its weakest link.
Chapter — Optimise - 19
Small gains, when multiplied out, equal big wins on the bottom line.
Chapter — Now is the time - 20
Systems-run businesses are always worth more because they function without key person dependency. They're more efficient, more reliable, and scalable.
Chapter — Organise - 21
Systems really do set you free.
Chapter — Scale · Den Lennie, in the Scale chapter case study