There
is a battle going on inside each company. It is waged between cost centers and profit
centers, or those units which are perceived to be…
Human
resources and marketing departments, for example, are infamous for being a
drain on profitability (hence a “cost center”) what with all those events and
gifts and benefits while the departments which house product development,
engineers and service personnel are renowned for generating revenue (which can
be turned into profit (hence a “profit center”)).
But
the apparent black and white difference is actually a multitude of grays.
Take
the sales department. It is generally accepted that sales is vital to the
existence/continuation of a firm so the sales department and its members must
be a profit center, yes? Perhaps. But if the sales person is not closing deals,
then it’s possible the sales department is a cost center.
The
same is true for other customer-interfacing functions which are supposed to
generate revenue but may not always succeed in doing so. For example, if a lawyer is disliked by
clients once, it’s coincidence; twice, it’s happenstance and thrice it usually
reflects a significant amount of potential revenue that has been lost.
Nevertheless,
salespeople have an advantage over those of us in finance, marketing, operations
and the like because they can almost prove their contribution to the top line.
We have a harder sell (pun intended) because we need to prove a negative- that
things work less well if we’re not around,
The
corporate civil war stems from this inherent conflict and because no function
(or individual) perceives itself as being a burden (read: cost center).
My
understanding of both sides results from my unplanned career trajectory which
included working on both “sides.” My
first role was in an Israeli start-up firm as
a typical Assistant to the CEO position; from there I was promoted to
Director of Human Resources, Global VP of HR and then to a Managing Director
role. Because I was interested and kept
my mouth shut, the first role exposed me to C-level thinking from Day 1 and to
how board members thought, talked and evaluated success.
So
as a “child,” so-to-speak, I learned the language of corporate viability.
I
heard deliberations around giving raises (and reducing pay), around hiring (and
firing), around increasing visibility in the marketplace (and correlated
quantitative success parameters).
Acronyms like EBIDTA, ROI and DSO were part of my vocabulary. Words like
efficiency, redundancy and strategy were part of my vernacular. I heard viewpoints from managers and
employees alike (the CEO had an open-door policy)- what they thought, why they
thought it. I heard what needed to be
done and the many methods of execution (one last time… pun intended).
I
learned two invaluable lessons:
First,
as Bob Metcalfe reminded attendees at the 2013 Georgia Technology Summit, a
company does not exist to create jobs.
It exists to make money! If it succeeds in making money, that means
there is demand for the product/service which means there will be growth and as
a result, jobs. Accordingly, every
function and every process exists to facilitate the creation of revenue.
Everyone-
from the receptionist, who creates the first impression, to the CEO- needs to
be attuned to customer needs. Walmart founder Sam Walton brilliantly noted
that “There is only one boss. The customer. And he can fire everybody in the
company from the chairman on down, simply by spending his money somewhere
else.”
So,
Lesson Number 1: If a person or process does not contribute to the revenue
stream, they should be changed.
Lesson
Number 2 is best understood by quoting actress Mae West. She reminded us that it’s not just what we do
but how we do it and it’s not just what we say but how we say it. This is important because often a company
makes money through its people.
And
so, my guiding philosophy throughout the years has been that happy people are
productive people and productive people make the client happy. This, in turn,
should make the company money. It’s then up to effective management to make it
profitable. A bit simplistic, yes, but
provided the product/service is viable, it is ultimately true. Understanding both lessons is better than
declaring a truce- it’s a breakthrough which enables true partnership between
cost and profit centers, and improves the top and bottom lines.