Resistant PLC is an investment property management firm of two years standing. It is run by a managing director (Ray) and a financial director (Neville), and supported by a team of administrative officers. It has a reputation for being trust-worthy and risk-averse. In a volatile property market, Resistant PLC has been slow to expand its market share and finds itself increasingly losing clients to more agile competitors.

In typically reflective ‘Monday morning’ fashion, Ray and Neville began their week with indecision about the next strategic step for their business:

Managing Director (Ray): “Neville, have you thought about the proposal I put to you last week? Are you ready to move ahead with it now?”

Financial Director (Neville): “Not yet Ray, I’m head down on the end of year audit and haven’t had time to think about the future, as usual”

Ray: “Why is it that we always seem to be looking in the rear-view mirror? We need to drive this business forward”

Neville: “Well, it’s imperative that we do things perfectly before trying anything new. Do you agree?”

Questions:

1. What obstacles are holding the business back?

2. If you were asked to advise the owners of the business organizations what observations would you make?