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Ep 283: Adapting to Change and Innovating Responsibly with Adonica Randall
Adapting to change and innovating responsibly is the key to success in today's business world. Companies must be able to recognize changes in their environment, understand how these changes will affect them, and then take appropriate action. Adonica Randall,
President and Chief Problem Solver of Abaxent, LLC has been successful in doing just that by staying attuned to cues from social media, news outlets, and other sources of information.
She believes that businesses should focus on solving people’s problems while also benefiting partners, employees, and those around them. As a result of her adaptability and innovation mindset, she has been able to build an international team of remote workers who are dedicated to helping customers find what they need.
Her advice for others looking for success is simple: always strive towards providing services or products someone wants as it serves no value if nobody needs it. Learn how she pays attention to news programs and stock markets. Tune in now to gain insight into navigating ever-changing markets and making positive change through remote work!
Episode Highlights
14:59 - You feel you know more than everybody else. Therefore, you don't have to change. That's a bad one. You're not paying attention to the things that you should be paying attention to. The cues, the things that are coming at you, and whether they're coming from social media or coming from the news. You're not paying attention to what they're saying, because it's the old X-file thing. The truth is out there. You got to know it when you see it. And if you're not paying attention, then you don't see it. You miss it and say, "I don't understand how this happened and now we have to close our business."
20:00 - When I started in the 70s, there were a handful of less than 40 technology companies. They were all big names and not a whole bunch of side ones or small ones, and it was easy to control. So, you could have a business that had people who only did Microsoft. There wasn't even a Google in those days. I mean, they only did Microsoft stuff and they only did these kinds of programs. Fast forward to where we are now, there's over 5,000 of these companies. No company can have enough people on staff that do those 5,000 things. It's physically impossible. IBM can't do it and being an ex -IBMer, if IBM can't do it, nobody can do it as far as I'm concerned. So, you don't have the capacity to do that realistically.
27:58 - We put ourselves in the place of solving people's problems because we like helping people. Helping people has brought our partners along with us, and they benefit from what we do. When they benefit, then their employees benefit, and all the people around us benefit. If the business has a purpose–and I listened to somebody the other day because they talked about entrepreneurs–and the thing is if you have a service that nobody wants, it serves no value. So, the goal is to always be on the front edge of something somebody wants.
29:33 - Twenty years ago, this would probably be hard to do, because the communication would not be as flawless as it is now. You'd virtually be on the moon and have instant communication, so we just need to be in contact with each other. I would pretty much say everybody on the staff says, "Oh, well, I'm going to take these two or three days off, but I'm taking my laptop." That means don't bother me for miscellaneous stuff, but if something comes up, I'm available and I can get it on the laptop. Everybody sort of has that attitude. I find it interesting that these companies are freaking out about putting butts back in seats for remote workers versus not. It's really not about remote workers versus not, it's about real estate.
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