Dustin S. Klein

When asked what the key to remaining relevant in business for an extended period of time was, a prominent CEO once quipped to me, “Planned obsolescence.”

His company followed a strict rule: Every 18 months, it would introduce a new product and make an existing one obsolete. This, he explained, drove innovation and filled the product pipeline.

This same “constant reinvention” philosophy permeates many of the world’s best companies. They understand that to stay competitive you must develop corporate cultures imbued with innovation and the will to try new things.

Apple, for example, regularly introduces new versions of its iPhone, iPad and iPod, thereby ensuring that it keeps revenue streams fresh and products in demand. And rarely a day goes by that you don’t get a notification that an app on your smartphone or tablet has an update available.

SBN reinvention

You may have noticed with our January 2014 edition that we are in the midst of our own little reinvention. While we remain true to our core commitment of bringing you the best insight, advice and strategy from regional business leaders, we have introduced several new initiatives.

First, we added more contributing columnists to the publication and our website. Some of these new voices will appear quarterly; others two to three times per year.

In case you missed them, last month we introduced five of these regular contributors: Mal Mixon, chairman of Invacare Corp.; Terry Davis, president and CEO of Our Lady of the Wayside; JJ DiGeronimo, president of Tech Savvy Women; Stewart Kohl, co-CEO of The Riverside Co.; and Cheryl McMillan, Northeast Ohio Vistage chair.

This month, we feature another group, including Umberto Fedeli, president and CEO of The Fedeli Group; Bill Kitson, president and CEO of United Way of Greater Cleveland; Todd Goldstein, CEO and managing partner of LaunchHouse; and William Holdipp Jr. of the Consortium of African American Organizations.

And, in future months, you’ll hear from such regional leaders as Case Western Reserve University President Barbara Snyder, Congresswoman Marcia Fudge, JumpStart’s Jerry Frantz, Fairmount Minerals’ Chuck Fowler and Hospice of the Western Reserve’s William E. Finn.

Two new features

Second, we’re excited to introduce two new features — Uniquely Cleveland and Building Stronger Communities.

Uniquely Cleveland provides a behind-the-scenes look at something that’s, well, uniquely Cleveland. This month’s article, for example, looks at some of the items housed at the Rock and Roll Hall of Fame and Museum. In upcoming editions, we’ll peel back the curtain to discuss the business side of Walnut Wednesdays and PlayhouseSquare, and even explore what goes into pulling off the annual Taste of Tremont.

Our new Building Stronger Communities feature spotlights nonprofit organization leaders who are working hand-in-hand with the business community to strengthen the regions where we all live and work.

We’re also adding more “first-person” features, penned by the entrepreneurs who are shaping Northeast Ohio’s business community. The article written by restaurateur Sam McNulty about why he’s investing in Ohio City, which ran in January’s print edition, is just one example.

Finally, we’re launching a new signature event for 2014 — the Corporate College Smart 50. It will recognize the leaders of the 50 “smartest” organizations in Northeast Ohio, so don’t miss your opportunity for nominations.

All of these new initiatives are designed to bring this region’s business community just a little closer together. As always, we welcome your suggestions for story ideas, people to interview, voices to include and topics to cover. After all, this is your publication. ● 

Dustin S. Klein is publisher and vice president of operations for Smart Business. Reach him at dsklein@sbnonline.com or (440) 250-7026

I recently visited with an entrepreneur whose journey over the past nine years included excitement, challenge, transformation and growth. Brand Castle founder Jimmy Zeilinger and I first crossed paths in 2005 when he and his wife, Andrea, were honored by Smart Business as one of that year’s “Rising Stars.”

At the time, Brand Castle was a scrappy startup with a few cooking products — some under the Crafty Cooking Kits name; others licensed under the Crayola name. The company was born from the Zeilingers’ passions of cooking and doing crafts with their children.

Today, Brand Castle looks much different. It employs a few dozen people (more than 50 in the busy season); does business internationally; holds expanded licensing agreements with well-known brands like Disney and Hello Kitty; engages in private label creations for top retail and grocery chains; and sells more than 500 active SKUs. For the Zeilingers, it has been an amazing journey that Jimmy says is still in the early stages. 

Take stock

All of us have our journeys, whether they are in life or in business. Each journey has its own purpose and length of time. Some take days; others weeks, months or even years. And what better time than a new year to pause and reflect on our journeys — those completed, those still in progress and even those that are just beginning.

Ken Lanci is another entrepreneur whose journey I watched this past year. Lanci has been on a journey of faith since 2007, the year he nearly died.

His journey involved re-evaluating his purpose in life. He re-devoted himself to his family and friends. He invested more of his personal time and money toward giving back to the community. He even ran for public office. And Lanci took the time to chronicle his journey in a book, “Working For The Greater Good of All … Really!!”

Next month, one of my personal and professional journeys reaches a milepost as my fourth book, “The Unexpected: How to Build Market Share and Earn Loyal Customers for Life,” is published by Smart Business Books.

Looking at lessons

What makes this journey so special is that the Smart Business brand will grace the book’s spine. Taking the time to reflect on this journey reminded me of a few important lessons:

1. Going to market is not a journey’s end. Unlike my first experience writing a book, I now recognize that publication is not the end. Instead, going to market — whether it’s a book or your company’s new product or service — is just the culmination of the first or second leg of a much longer journey. Too many of us forget that once the product or service hits the market, the real work actually begins.

2. You must embark on a journey for the right reasons. Many people fail to establish a concrete goal when they begin a journey. If you don’t have a plan in place, you’ll likely end up running in circles with little to show for your efforts.

3. Few things beat compelling storytelling. People love stories. They are what connect us. One of the greatest lessons we learned while researching “The Unexpected” was that strong storytelling can help enhance — or damage — an organization’s brand.

4. Entrepreneurship is the bread-and-butter of innovation. Speaking with more than 100 entrepreneurs during my journey reinforced a long-held belief that entrepreneurs are among the most innovative and energetic people on the planet. They are constantly on a journey. Never, ever, doubt an entrepreneur’s ability to achieve his or her goals.

I said it before and I’ll say it again: We all have our journeys. What is yours?

Dustin S. Klein is publisher and vice president of operations for Smart Business. Reach him at dsklein@sbnonline.com or (440) 250-7026.

 

Wednesday, 28 August 2013 05:41

Move beyond “shiny and new”

Say the word “innovation,” and immediately you think about business legends like Steve Jobs and Jeff Bezos, as well as the companies they created – Apple and Amazon. Too often, however, we focus on the people who have been tabbed as innovators and the companies that develop those breakthrough products, services and solutions, such as Apple’s iPod and iTunes, or Amazon’s marketplace and unique ecosystem.

True innovation goes much deeper than a single leader’s vision. It is an all-encompassing philosophy that permeates an organization and defines its purpose for being. For me, at least, I prefer to think about innovation in its broadest terms, extending its definition to include corporate cultures and innovative management styles. Think about how Facebook and Microsoft are run, and how at both organizations employees are a key factor in the idea creation, or ideation, process.

Now, think about the breakthrough products that eventually went bust. Hopefully, you don’t have a basement full of Beanie Babies, boxes of Silly Bandz, or a home library filled with laser discs. It is more common to land on a singular breakthrough product that temporarily revolutionizes your industry rather than develop a product through a process that’s repeatable or scalable. And, just as true, no matter how innovative and creative your management team’s style may be, without the proper processes in place to push ideas through a system that takes them from mind to market, you’ll eventually have trouble keeping the lights on.

It all comes down to developing a culture imbued with innovation at its core. But this also requires having a servant culture in place where every person who works for the organization thinks about the customer first.

Consider San Francisco-based Kimpton Hotels, where employees strive to create “Kimpton Moments” by going above and beyond with guests and delivering memorable experiences.

Kimpton overcomes the inherent limitations for creating new innovative products that being a boutique hotel chain includes by approaching innovation through its employee interaction – and then rewarding employees for their creativity. For example, when team members put in the extra hours to ensure world-class service delivery, the hotel chain has sent flowers and gift baskets to their loved ones. And when they create an innovative service experience, the company rewards staff members with such things as spa days, extra paid time off and other goodies.

And then there’s the Boston Consulting Group, a management consulting firm that’s known for developing innovative business processes and systems for its high-end clientele. Part of BCG’s internal process is a focus on team members maintaining a healthy work-life balance. When individuals are caught working too many long weeks, the company’s management team issues a “red zone report” to flag the overwork.

Talk about innovation! And no product, service or solution was developed, marketed or sold.

And finally, few organizations are more innovative than DreamWorks Animation. But beyond plugging out groundbreaking animated movies, the studio’s culture embraces empowerment and innovation. Employees are given stipends to personalize their workstations so that they create whatever inspirational atmosphere they need to succeed. And, as the story goes, after completing Madagascar 3, the crew presented a Banana Splats party, where artists showed the outtakes.

Not only are these three companies known for being innovative in their respective industry spaces, they also share the honor of being members of Fortune’s 2013 “Great Places to Work” list.

So how do you take the first steps toward transformation or put those initial building blocks in place to begin the journey? There’s no magic formula, but there are some common traits – and they revolve around empowerment and establishing a culture that cares. 

Innovation organizations

  • Are open-minded and ask “What if?”
  • Teach team members how to see what is not there and identify opportunities in the marketplace to take advantage of those gaps.
  • Develop cultures where innovation thrives through open and honest communication.
  • Flatten the organizational structure and recognize that innovation can come from anyone and anywhere.
  • Make innovation, itself, a cyclical and continuous process.

Stop and take an internal assessment of your organization, your team and of yourself. If you can’t check a box next to each of these five traits, stop and ask yourself why. Then begin your own journey to greatness.

Thursday, 15 August 2013 07:28

Make it count

A few years ago, one of my friends embarked on what he deemed an ambitious, yet simple plan: Write a New York Times Best Seller.

“Ed” had reason to be optimistic: His first two books had sold well and he had successfully leveraged them to launch a burgeoning consulting practice. Ed also had a nationally known book publisher to handle distribution for this book, and he had developed a comprehensive marketing and promotions plan for the launch.

Ed felt all the pieces were in place and was sure he would succeed. His goals were two-fold: break out from the pack and grow his business, and hit the New York Times Best Seller’s list. While his head told him the first goal was more realistic, his heart was set on the second — publicly claiming it was his only true benchmark of success.

Needless to say, Ed’s book didn’t make the list. Few books do. That doesn’t mean Ed’s book was a failure. Quite the contrary, it was a huge success.

As a result of Ed’s book, he landed numerous speaking engagements with organizations and companies around the world. He began to command four- and five-figure speaking fees from those engagements, and his book was purchased and distributed to every attendee.

Further, Ed’s speaking engagements lead to dozens of private companies hiring him to provide one- and two-day seminars, where he taught executive teams how to implement the ideas he espoused in the book. Ed was also presented with numerous business opportunities for new and existing clients to tackle initiatives beyond the book’s subject matter that he had not previously considered but were related to his expertise.

Finally, Ed did sell thousands upon thousands of copies of his book in bookstores nationwide and online through booksellers like Amazon.com and BarnesAndNoble.com. His book was in the hands of the right people — and lots of them — and he had established a national profile.

Viewed through this lens, there is little doubt that Ed’s book was wildly successful — even if it wasn’t a New York Times Best Seller and even if it didn’t stack up to his primary benchmark.

This is the reality of book publishing. Each month, I speak with dozens of entrepreneurs and CEOs about their nascent book ideas and the possibility of having Smart Business Books handle development and publication of their stories and manuscripts. I begin every conversation the exact same way: “If your goal is to have a New York Times Best Seller, we’re not the right option for you.”

That’s because you should write books for the right reasons. If your only goal is getting on a best-seller’s list, then your ambitions are off the mark. Writing and publishing a book is not like a professional sports team’s season — there isn’t one winner who takes the championship and a bunch of losers who fall short. Publishing a book is not an all-or-nothing proposition.

This isn’t to say you shouldn’t aim high with your goals, and having your book become a best-seller is certainly one way to measure success. Setting reasonable expectations, however, is essential.

So why write a book?

One of the most important questions you should be able to answer when thinking about writing a book is, “Who is going to read it and why?”

As Ed’s story demonstrates, a book is a very useful business development tool. It is an immediate conversation starter, an excellent credibility builder and one heck of a leave-behind. If you’re engaged in marketing, why not capture your expertise through a book?

Another reason is to celebrate a milestone or establish a legacy piece. It could be for a 50th or 100th anniversary, or to recognize the history of an organization upon the founder’s retirement or death.

And, if you are interested in helping others succeed, a book is a great way to share your expertise or what makes you and your organization special. For example, if you’ve built an amazing corporate culture where productivity blossoms and innovation flourishes, the “how” and “why” are good subjects for a book. And if you’ve been involved with several mergers and acquisitions, consider sharing what worked and what didn’t, and the lessons learned along the way.

Whatever your story, the key is having a reason to share it with others. The bottom line: It’s your story. Make it count.

Friday, 19 July 2013 14:26

Healthcare Reform Seminar

2013 Healthcare Reform Seminar

In mid-July, Smart Business held the 2013 Healthcare Reform Seminar, presented by SummaCare, and sponsored by Rea & Associates, Sequent, Roetzel & Andress, The Greater Akron Chamber, and hosted by Firestone Country Club. More than 200 people heard insight, advice and strategy from a panel of experts on what employers need to know about healthcare reform.

Download a copy of the presentation

Contact these insightful panelists to learn more:

Kevin Cavalier, vice president of sales, SummaCare

Bill Hutter, founder & CEO, Sequent

Paul Jackson, partner, Roetzel & Andress 

Joseph Popp, tax supervisor, Rea & Associates

Marty Hauser, CEO, SummaCare (Panel Moderator)

 

 

 

 

When I was a young journalist, one day, an older colleague saw me at my desk struggling to hammer out a story on deadline. He wandered over, eyeballed me for a moment, and then offered up some of the best advice I’ve ever received: “Don’t fall in love with your words, kid; an editor is just going to kill your babies.”

At first, I thought it was simply the cynical grousing of a veteran writer whose work had been brutally rewritten by editors one too many times. But as time went on, I realized he had given me something much more valuable — practical advice.

What he was saying in a not-so-subtle way was that it is much more important to get the idea out of your head quickly than it is to make that idea perfect. There will always be time later to tweak and fine-tune that idea. Or, in the case of writers, know that you’ve nailed the facts and context of the story and leave the editing to the editors so you can move on.

In the years since, I have passed his sage wisdom along to every writer I’ve managed, mentored or hired. But I have also offered the same advice to young entrepreneurs and up-and-coming executives.

At first glance, it may not seem that writers are a lot like business leaders, but in a lot of ways, they are. Both have a natural tendency to spend too much time trying to be perfect — whether it’s writing a single sentence or story or developing a new business idea or the details for a major initiative.

Imagine the stereotypical writer alone in his or her room, sitting at a typewriter or computer and staring at a page or screen for hours or days, and you’ll have a better sense of the dilemma. He or she is locked in and determined to assemble those words in just the right sequence so that they’ll live forever alongside such brilliant literary gems as, “It was the best of times; it was the worst of times.”

Unfortunately, reality is drastically different. Any idea needs an immense amount of work once it’s been drawn out of your head, and even the most carefully crafted and well-formed concept for a new product or service requires ample reflection, fine-tuning, tweaking, testing and, often, reformulation before it’s ready to take to the market. To get it right, you must be brutal in your critique before you amplify the idea.

Too often, there is a rush to take a product or service to market. Time is money, they say. So after a brief brainstorming session, one idea is accepted by consensus, sketched out and extrapolated to its logical conclusion.

But just like trying to write the perfect sentence before getting the entire story out of your head, this too is doomed to fail.

There is a better way.

  • First, brainstorm ideas and land on one or two that are worth further exploration.
  • Next, let them percolate for a little while. It is amazing how powerful at problem-solving the subconscious mind can be.
  • Then, start to expand and tweak the ideas.
  • Let them percolate again, just so they get another fresh look.
  • Finally, fine-tune them and go live.

In business, as with the written word, you have one true opportunity for a strong launch or release. And while it is imperative to adapt a philosophy of continuous reinvention and innovation with every idea that’s live, there are just too many half-baked ideas that weren’t well-thought-out, carefully scrutinized and fine-tuned before they were taken to market in the first place.

Remember, your consumer, reader or customer is going to be critical of whatever it is you offer them. So why shouldn’t you view your brilliant idea through the same lens?

Dustin S. Klein is publisher and vice president of operations of SBN Interactive, publishers of Smart Business magazine. Reach him at dsklein@sbnonline.com or (440) 250-7026.

When bluesman Eddie Boyd wrote “Five Long Years” in 1952, he was spinning the tale of misery about a factory worker. The fellow had spent five years slaving away at a factory and giving his hard-earned paycheck to his girlfriend every Friday. And then, she dumped him. Left with nothing to show for his efforts but an empty wallet, Boyd’s protagonist wails, “If you’ve ever been mistreated, you know just what I’m talking about.”

If your organization survived the turmoil that was the Great Recession of 2008, five years doesn’t seem that long ago in the past, does it? But the lasting effects of all that happened that miserable year — and how it’s changed how we look at nearly everything today — deserve repetition of Boyd’s famous phrase, “You know what I’m talking about.”

Sixty-odd months ago were dark times for everyone — not just those of us in business — and we all felt a bit mistreated. The U.S. economy was in a severe tailspin, the stock market was bleeding, and the housing market was crumbling. Companies and people everywhere were hurting — badly. From coast to coast, manufacturers were reeling, jobs were disappearing at a pace few had seen in their lifetimes, and the financial sector — the foundation of the economy — was in ruins.

Think about what your organization looked like five years ago and what you were going through as the first quarter of 2008 was coming to a close. Were you concerned your organization wasn’t going to survive into 2009?

Now fast-forward to today: It sure seems a heck of a lot better, doesn’t it? And it would be a safe bet to say that your organization doesn’t look anything like the one you presided over in 2008.

Admittedly, business is tougher than it was pre-recession. Never mind that the Dow recently experienced its greatest win streak since 1996 and reached record levels; there remains a lingering trepidation among many of us because things feel, well, somewhat different.

That’s because everything has undergone a significant transformation — nothing looks or feels the same as it did in 2008. And it’s not just because of technological advancements, though the speed at which that continues to evolve is frightening.

The month of April welcomes spring (well, the equinox really happened March 20), and as the season of transformation, we invite you to join Smart Business to celebrate three transformational events.

First, join us April 10 for our annual Perspectives: Women Who Excel conference, where we’ll present an insightful round table focused on “Breaking Through Barriers” and the changing face of women executives in today’s workplace.

Next, we invite you to take our annual SBN/ERC Workplace Practices Survey, which, each year, takes the pulse of HR issues across Northeast Ohio companies. We’ve been tracking changes in workplace practices for more than a decade with our partners over at ERC, and we expect to see even more transformation this year.

And finally, nominate yourself or a company you know that has undergone significant transformation for an award at our 15th annual Innovation in Business Awards. This year’s conference will be held in September, and beyond recognizing organizations for their ability to transform and reposition themselves to compete in a global economy, we’ll present a discussion on the challenges of change and hear from business leaders who have faced the music.

In the end, Boyd’s song spoke of misery. But in reality, singing about suffering is cathartic. Airing out the problems of the past is cleansing, especially when you clear the way for a brighter future.

Dustin S. Klein is publisher and vice president of operations of SBN Interactive, publishers of Smart Business magazine. Reach him at dsklein@sbnonline.com or (440) 250-7026.

Everybody’s telling you that you need a content strategy, but what exactly is content strategy?

An effective content strategy coordinates all of your organization’s messaging — internally and externally — and gets the right message to the right people through the right channel at the right time.

When it works, people are motivated to interact more with your company. You attract new prospects. And you increase opportunities to secure new clients and expand existing business relationships.

Your content may consist of feature stories, press releases, videos, Web content, blog posts, books, whitepapers and even case studies. Essentially, it is everything and anything that discusses your business, professional expertise and ability to solve clients’ problems. It includes news about your organization and human-interest stories that feature your employees.

You can deliver your content through traditional media (newspapers, magazines, radio or television), a corporate website, YouTube channel, Facebook page, e-book, TV show, movie or social media. It is quite literally every single way you digest information online, offline and on the go.

Any content strategy starts with understanding your audience. Learn who that audience is, what different groups are in it and what messaging resonates most with each group.

Every audience comprises two unique segments — those who support you, such as vendors, investors or employees, and those who use your services, including clients and engaged prospects.

It’s also important to take a hard look at this list and ask, “Who is missing from this picture?” By doing so, you may identify new prospect streams to target that you previously had overlooked.

Next, identify your key messages. What is it that you want people to know about your organization and why?

Start at the most macro level so that your brand message becomes part of the content — the part everyone receives. Then get into the specifics. As you do this, you create a series of customized messages for each specific group in your audience.

Third, recognize that not everyone digests information the same way. Learn the best channel or channels to use for each group. Some like to read it — in print or online. Others prefer to watch or listen to it — live in-person or through a mobile video. And still others prefer their information delivered in 140 characters or less.

What works for your website visitors doesn’t necessarily resonate face-to-face with people at a trade show or conference. And print ad messaging may not be aimed at the same people who devour industry whitepapers or read thought leadership articles in trade publications.

The actual format of the content won’t matter as long as it provides the “why” people should care about your organization, frequent your establishment, buy your products or services, or use your solutions. If you accurately match message with audience and channel, you’ll do just fine.

Effective content strategy can quickly become a powerful tool in moving your business forward. Treat it as you would any highly critical strategic business initiative.

 

Dustin S. Klein is publisher and vice president of operations of SBN Interactive, publishers of Smart Business magazine. Reach him at dsklein@sbnonline.com or (440) 250-7026.

This year, we celebrate the 15th annual Medical Mutual Pillar Award for Community Service program — Smart Business’ initiative that recognizes the symbiotic relationship between the for-profit and nonprofit communities.

Most people are relatively humble about their philanthropy. It’s a personal issue, and they’ve been taught it is not good taste to boast about how much money they give to a specific cause or the countless hours they spend volunteering for an organization.

Discussing philanthropy, especially when it comes to thinking about how business and nonprofits work together, however, is a good thing.

When we co-founded the Pillar Award in 1998 with Medical Mutual of Ohio, our organizations had three common goals: honor and reward companies that have made a commitment to community service, encourage other companies to get involved with the community, and identify and share creative ideas that companies of all sizes can use to make the community a better place to live and work.

It’s safe to say that the program has lived up to its lofty promises.

Along the way, we added a fourth goal — give back to the community ourselves. We established The Pillar Fund, tied it into the existing program and began distributing grants to regional nonprofits.

Together with our partners, we have been humbled to read more than 1,000 nominations over this decade and a half and honor more than 100 organizations and individuals who best exemplify what happens when we band together to strengthen our communities — we make a difference in people’s lives.

As you read about this year’s finalists, please consider the following ways in which you can give back:

Find your cause. Align your giving or volunteerism with something you personally believe in or care about; something that fits with what your company does or something close to your employees’ hearts.

Get involved. Writing a check is nice, but lending vital manpower can be just as impactful. Organizations such as Business Volunteers Unlimited provide lists of available group projects that regional nonprofits need to have accomplished.

Make a difference. When you get involved in something you care in, this is what happens. And better yet, not only will you impact others’ lives, but you will find that you’ve changed your own. 

Dustin Klein is publisher and vice president of operations for Smart Business Network Inc.

A recent survey by Right Management reported that just one in five employees take an actual lunch break. The rest eat at their desk or skip lunch completely. This came as no surprise, especially considering how busy all of the executives with whom I speak say they and their employees are.

For those who fall into that 80 percent, consistently putting heads down and plowing through the mountains of work, client meetings and financial analysis that require constant attention, few songs put it better than Pink Floyd’s “Time.”

“And then one day you find

10 years have got behind you

No one told you when to run

You missed the starting gun”

Time, as the song and the Right Management survey infers, is truly our main enemy. Everything else can be overcome. You can always work harder and longer to make more money, but you can’t recapture lost time. And it seems that even when you clear your workload in hopes of tackling some of those “important-but-not-critical” projects, something critical instantly appears to fill the space.

Over a recent dinner with a few clients, the topic of conversation turned to balancing parenthood, marriage and business leadership. Each participant chimed in with nearly the same opinion: As business gets more and more competitive, it’s imperative to fight the urge to focus solely on business at the expense of burning yourself or your team members out. You can win without killing yourself.

The consensus that evening was that no matter how quickly you move work off of your “to do” list and into the “completed” category, new work fills the void almost immediately. So why work at a breakneck pace to just get more of the same?

To me, at least, it seems time’s often unspoken value is suddenly gaining a voice. Work-life balance used to be a platitude for most entrepreneurs and executives, but the more people I speak with the more I realize it is becoming something of a sanity check.

Getting a better handle on how each of us spends our valuable time is critical to not just our ability to have successful businesses but also successful personal lives.

I’ve said it several times this year and it’s worth repeating again — the dynamics of the business world have changed. We are all doing more with less and growing our respective businesses through innovation, ingenuity and sweat equity rather than simply throwing money at expanded resources. This is our new business paradigm. And sadly, it doesn’t include more time.

Dustin Klein is publisher and vice president of operations for Smart Business Network Inc.

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