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They started with a fundamental question: What do we have to do to make money They built an answer from the top down We needed a product, business infrastructure, and sales and marketing distribution structure Our first three major tasks became: Get a business model, raise money and set up an office Shari Cohen, vice president of customer relations, had offered her home s basement as the original offices The wall s were covered with sticky notes and string, showing all the tasks and what had to be done before what Venture capital became difficult to find in 2000, limiting the number of employees OrthoSpot could bring on board Schafer relied on the detailed plan to accomplish a lot with a small team.

The competitive DSL companies became utterly dependent on the ILECs last-mile facilities This dependence meant that they were subject to whatever pricing and conditions of service that the ILECs were permitted to impose This in turn meant that when, as was inevitable, the ILECs gained the ability to increase prices, to dictate onerous service conditions, and even to deny them access to certain facilities, the DSL providers business cases were torpedoed And the ultimate irony was that the DSL providers initially were ooded with capital that otherwise could have been spent on constructing alternative last-mile facilities, which would have had twin advantages: the consumer, especially the SMEs, would have had a second set of competitive facilities to leverage and the DSL providers would have not been at the mercy of the ILECs.

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The early-stage mentality of overcoming obstacles by intensity can lead you astray if you don t have focus and keep your eye on the objective and allocate resources appropriately Schafer also relied on the plan when making strategic decisions He found that the new thinking OrthoSpot was bringing to orthopedic practices attracted other opportunities When you re changing the way business is done and you re making headway, a lot of opportunities present themselves for example, do this for cardiologists But we don t have enough people and hours to do it all, so a focus on the plan keeps energy directed The payoff is that the team stayed incredibly energized When they are focused they can do incredible things The early focus on executing against a plan has seeped into every operation at the firm.

New product development efforts and system implementations for customers are driven from detailed work-breakdown structures It s in our DNA project planning and accountability, says Schafer As a result, he believes OrthoSpot is positioned to be incredibly competitive We compete and win against companies that have a hundred times our capital Orthopedic practices across the United States rely on OrthoSpot to bring efficiency and lower costs, enabling them to offer better value to their patients OrthoSpot relies on fundamental project planning and execution to serve its growing customer base and enable the OrthoSpot founders to enjoy the fruits of their vision and hard work..

Read over Section 3.2 before proceeding. (a) Choose a subject you d be interested in exploring with a colleague. Tell him or her why you re doing it, and negotiate a mutually acceptable form of words for the topic. (b) Make a decision yourself on how you re to arrive at a set of elements: . your choice . interviewee choice . mutually negotiated, or . elicited; if you decide to elicit elements, decide on the categories you ll be using. (c) Prepare a grid sheet with the relevant number of columns for elements, and mark in the triads you ll use. Prepare a set of cards, and write in the elements on each card once the elements have been determined. (d) Decide on a suitable form of words for the qualifying phrase.

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