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Quixote and Panza.

(1 minute read.)

'How many to design/build/change a lightbulb?'

Elsewhere, in 'Zero.' and 'Few.', I've noted my outsourcing strategy…

It's practicable to build and run businesses (even large ones) by outsourcing almost everything to external service providers, managed by a few key people in a co-ordinating role (and, daft though it might seem, even they could/can be contracted-in).

My answer to 'How many 'key people'? is…

'It could be just two: one (appropriately experienced and savvy) with overall responsibility, aided by a close (and wise) cohort to provide informed moral and 'hhhmmmm… let's think about that' counsel.

Just two key people to oversee and guide the whole operation? Surely not?

It seems completely bonkers.

But it's not.

With the workload handled by external service providers, who're of course independent and self-reliant, the management requirement is considerably lessened.

And it can then be further reduced if a handful of 'main contractors' are used, each of whom then subcontract-in whatever others they deem appropriate to provide the required services.

For those unfamiliar with what's more commonly a term used in construction…

A general contractor is responsible for the day-to-day oversight of a construction site, management of vendors and trades, and communication of information to involved parties throughout the course of a building project.

To be clear, my preference is to have such an agent for each of the main tasks: marketing, admin, tech, etcetera.

That'll then focus the management role onto dealing with just several (rather than potentially many) external service providers.

And although it may sound idiotic, 'main contractor' could also be extended to include the management/executive… something which gets to the core of my earlier 'and even they can be contracted-in' remark.

Who says owners have to run the business? Why can't it be covered, and more effectively, by outsiders?

Ethos… »