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Planning Your Business Future Requires Company Investments that Work

Today’s economy is in transition. Investors are seeking new venues to explore and energize with capital. Emerging markets are a major factor in capital development. Today the United States has less than 50% of the world’s capital investments. Current statistics place 70% of the world’s population living in developing countries with 46% of the land mass and 31% of the GDP. Opportunities are in abundance for astute investors with a conservative attitude and approach.

Setting financial money investment goals is a critical first step in any financial plan, personal or business related. Many investment fund companies have a selection of products from annuities to fixed rate return investment packages; your goals will help you select the appropriate product or combination of products as well as rate of return. Next will be to select a reputable investment firm that markets the type of funds you have determined will satisfy your plan.

With the current world situation of financial challenges, working with a company that offers reputation, longevity, experience and skilled advisers and fund managers who will listen, provide advice and work on your behalf with ethics and high professional standards is essential. Companies that have been in operation for several decades offer the dependability and security an investor wants without the staleness of ideas and inertia other older companies might be carry as the baggage of age.

Firms that are investing in capital projects in what was once called the third world are seeing dramatic success in earning legitimate and safe profits for their investment funds. This environment is properly termed the developing economy sector. It holds great promise for the savvy investor who utilizes a qualified company that has the experience and sufficient fund capability to sponsor development projects. From energy development to mining, the new economies are developing their natural resources with company investment capital from investor resources.

There are some caveats that investors should have in mind when considering a company that puts their money in these projects in the developing economies. Due diligence is for everyone: investors have a personal responsibility to select the best money investment firm that is qualified for this type of process. The investor should also be as knowledgeable as possible about the location of the project, what local authorities, regulations and other unique conditions are involved that could have an effect on the outcome and their investment.

The firm itself has in-depth due diligence as its priority. Developing proper, ethical and cordial relationships with the appropriate authorities is essential to the necessary cooperation needed to guarantee the project’s completion and success. The firm must be aware of potential problems and have in advance the resources to resolve them. They must possess a deep knowledge of any and all regulating bodies and have the local representation to work directly with them. The reward for considering investment in developing economies with investments managed by reputable, professional and experienced firms is waiting for the conservative investor who plans, sets goals and does their own due diligence. Fortune favors the bold and the knowledgeable.

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Of late, the topic of succession planning has sparked much concern. However, it seems few organizations have heeded the warning. According to a Human Resource Planning Society and Hewitt Associates study, fewer than 60% of companies have a succession plan in place.

Below are some of the most common myths about succession planning.

Myth #1: If there are no imminent retirements, succession planning needn’t be a top priority.

According to a survey conducted by Capital H, nearly 22 percent of respondents expect to lose between 10 percent and 25 percent of their top performers to retirement within the next five years. These top performers play a significant role in a company’s success, often serving in high-level, supervisory roles. For successions to progress smoothly, the people chosen to fill these roles need to be prepared and adequately trained. That process takes time.

Myth #2: Succession planning is only an issue for big companies.

85 to 95 percent of all the companies in the United States today – more than 10 million ? are family-owned or family-controlled. The smaller the business, the greater the impact is felt from a replaced employee. This is especially true of any employee succession in a sales or operations leadership role, as a poor month or two can mean disaster for a small company. Small companies need to plan early and invest in the training necessary to help the new or promoted employee succeed. For smaller companies, this may mean researching outside learning opportunities and setting aside a budget to cover them.

Myth #3: There need only be a succession plan for C-level team members.

During the recent recession, employees were often asked to broaden their lists of responsibilities. The Economic Policy Institute reports that employee productivity has increased 4.1% each year. Manager and director-level professionals have been asked to take on more duties than ever before. As such, it is important to look at a cross-section of departments to ensure proper succession plans are in place for each division.

Myth #4: Succession planning should be handled on a case-by-case basis.

Continuity works best. Allowing each department to come up with its own unique process for succession planning, can be a troublesome and time-consuming endeavor. Organizations, instead, should create a company-wide process that could then be used by each individual department.

Myth #5: Good talent is easy to spot.

As an employee moves up the corporate ladder, soft skills become more necessary and valuable components of success ? management skills, emotional intelligence, leadership ability, and so forth. However, these skills can be difficult to quantify. To spot and cultivate employees with these skills, an organization needs an instrument to help measure and assess talent. According to a recent report by Pepperdine University’s Graziadio School of Business and Management, organizations like Lilly, Dow and Dell have long-used talent assessment as part of their succession planning processes.

Myth #6: Succession planning only pertains to baby boomers.

According to SHRM and CareerJournal.com’s 2005 US Job Recovery and Retention Survey, 76% of all employees are looking for a new job. This means that your top performers may be leaving sooner than you imagine. As such, it’s important to think about succession planning ? not as a one-time effort ? but as an ongoing process to continually grow and develop your organization.