Many business leaders who have been involved in growing a company over the long haul know that much of the structure and discipline comes through necessity, not proactive planning. For most small businesses, 35 years ago the first thing you did was make a sale. Today, you write a business plan, create a logo and marketing communication strategy, and then mortgage your home just to buy the liability insurance protection you must have before doing anything else.

Along the way, led by many of the largest corporations, a top-to-bottom evolution in business practices has taken place, and from what I see and understand, it is happening globally. Businesses of all sizes are re-evaluating and re-engineering for the greatest efficiencies.

And, everything is on the table. Not only are internal systems and personnel duties fully scrutinized, but some companies have done what appears quite extreme by deciding to terminate relationships with loyal customers, saying the cost to service certain segments can no longer be justified.

As my company has evolved, we have begun to absorb many of the lessons of other diligent, forward-thinking businesses of all sizes. For example, our business relationships have provided formal and informal exchanges to allow the application of safety, productivity and enterprise planning tools.

It’s simply not so easy anymore. Failure to plan is one of the biggest challenges to growth and sustainable profitability. Early on we had no need to plan; the first of January was no different than the first of any month. Then, our focus began to crystallize in the 1980s around the time that Total Quality Management (TQM) was being embraced in a big way.

Businesses, like dieters, seem to plan for a better future around the New Year. In the early days I thought out my plan and it slowly but surely, along with the roadblocks and the detours, shaped our future. Now, plans are written, distributed to all involved in the effort, and headed by one controlling reporting point that can ensure that our most important goals get realized.

Like business leaders in smaller environments, there are a multitude of distractions. Our vendors come in many forms and we depend on them for their knowledge in making the best choices for our needs. Over the last few years, I have called upon a group of consultants to supplement some of the services that are not required on a full-time basis.

Contingent on the skills and depth of relationship, I have found some very dependable resources and given accountability duties to several to lead initiatives for us. In most instances, the results are faster and are likely not influenced by internal factors. Most importantly, this arrangement allows me to do the things that I do best.

As our direction and value proposition has evolved into a respected brand, what I have found the most rewarding is how it all has come together. The design qualities of our pieces, the significant strides in response and customer service, plus the beautiful end products and the encouraging words from our clients; these are the results of accurate self-examination, realistic plans and serious execution.

Good luck in creating the successes you are searching for in your business. The best businesses engineer their future with proper planning, enthusiasm and extreme care. And, the harder you work, the luckier you get.