Hello and welcome to Business 300.

My name is Philip Kulenshov and this is 300 seconds about business.

We're all a busy people, so I have five minutes or less to get my point across.

One more five minute round from a different angle.

We're talking about the different facets to consider when structuring your organization.

We covered the first facet, function, which should be considered on the spectrum of autonomy and control.

An organization needs functions who have autonomy to build and functions who protect what is built by maintaining control. And we covered the second facet, context, which should be

considered on the spectrum of today and the future, specifically today, tomorrow, and the future.

An organization must meet the needs of today while preparing for tomorrow and keeping

the future in perspective. We have four more facets to consider. The third facet is the focus. In order for

a business to achieve its strategic targets, it needs to be able to hold different focal points,

all of which are important. It needs to be able to focus on both tasks and people. Depending on the

business and the work, the task needing to be done could range from low-skill entry-level work

to high-skilled specialization. What I'm calling tasks is the actual work that business is doing.

It's the value offering that customers are paying for, the work in every function of the business, sales, operations, administration, and finance.

These are the tasks required of the sales and marketing function to promote the value offering and drawn customers.

And the tasks required of the operations function to deliver the value offering.

And the tasks required of the administration function to manage the nuances associated with that value offering. And the tasks required of the administration function to manage the nuances associated with that value offering,

and the tasks required of the finance function to control, analyze, and provide insight about the value offering.

All of that work ranges horizontally across the functions and vertically through the skill levels,

but all of that work that's required to do those things are the tasks of the business is to perform.

Tasks are not people, and people are not tasks.

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