Business Orchestration

If you haven’t orchestrated it, you don’t own it.

As written in The E-Myth, by Michael E. Gerber.

I read this book at the perfect time, when I was struggling to express the importance of systems in my business. As I rolled out a new right way/wrong way to operate, this line helped me explain why the new process mattered and how it would be implemented.

When to use process

In my previous post I wrote about habits, and explained that new habits don’t need a plan, they just need commitment.

Your business is not a habit.

Some of the things you do in your business might be habits. But habits are your own, things that you do, and that only you can change.

A successful business isn’t really about you at all. It is always about the customer, and it is about employees if you have any. It is also about your vendors, your investors, and any other stakeholders with a personal or business interest.


What I like about the sentence above is the specific words chosen.

“Orchestration” brings to mind many moving parts working to form a harmonious whole.

And even more poignant is the concept of “ownership”.

Without process, whatever you do in your business is not your own. It is a victim of chance. It does not offer a reliable or predictable experience to your clients.

As Gerber points out in the book: in the hotel business, making the bed for a customer is standard service; adding a chocolate on a pillow is that extra personal step.

What is your chocolate on the pillow? How does your process make you distinguishable? 

[ctt template=”8″ link=”oY17M” via=”no” ]What is your chocolate on the pillow? How does your process make you distinguishable? [/ctt]