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Green Giant Consulting Ltd 

BOPIT Template Giveaway 

Free easy to use template to help shape your future organisation 

 
You may, or may not have heard of the infamous BOPIT toy from Hasbro™ that has been around for many years and looks like this the picture on the right. 
 
It is very similar to the Simon Says toy where you have follow a series of actions it gives you such as “flick it”, “pull it”, “twist it”, “spin it” and finally “bop it” in an ever growing longer and longer sequence. The game ends when you don’t get one of the commands correct. 
 
What we are going to talk about takes some of its traits specifically that you have to follow a sequence of actions in the correct order to ensure the end result is what you need. And that is where the similarity ends! 
 
What does the BOPIT acronym stand for? BOPIT in this instance is an acronym for the following which will be broken down into more detail below:  
 
Business 
Organisation 
Processes 
Information 
Technology/Tools 
So, what do the categories mean: - 
 
Business – This is the organisation strategy, vision or plan for where you want to take the company in the short, medium and long term depending on how far you want to plan. Personally, looking at the short and medium term realistic and achievable target as longer term in business is a very long time and the model could and would change in that period, I can guarantee that! 
 
Look at creating a mission statement for your business that everyone can then relate to and understand what part they play to achieve it. Ensure it is communicated! 
 
Organisation – This is taking a view of the organisation structure that you have in place now but also what it would look like in the future as you grow. As growth happens you will need to devolve roles and create functions. 
 
For example, in your business you and your other colleagues wear a number of hats in the early stages for example – Sales, Marketing, Accountant and fundamentally delivery. Over time as you grow you will HAVE TO devolve some of the roles to others to manage as you cannot. One of the first areas you tend to bring in is someone to lead Sales. You now have extra staff and a separate function for Sales. 
 
Processes – Understanding the direction of your business and more importantly how you do it is fundamental to your growth plans and helping devolve roles and responsibilities. 
 
If I had a £1 for every time I have spoken with business owners who have told everything they do is kept in their head I would be on a yacht in the Caribbean! 
 
As organisations grow and they move from ‘just getting things done’ they need to think more commercially. By that I mean creating some form of Standard Operating Procedures (or SOP’s) that documents each process you follow for example, Sales pipeline activity. Think of the processes as a journey for each one that has a start, middle and end. Without any documented processes how can someone joining your organisation be measured if they are doing well if there is nothing to measure against. They also drive consistency, so you are not surviving through chaos. 
 
One other point that needs making. Don’t forget to review and audit processes as part of the continuous improvement cycle. Just because its written down doesn’t mean people follow it. There needs to be an open process when the SOPs are embraced and seen as positive and kept up to date and not just a tick every 6 months. 
 
Information – Each of the processes mentioned above have inputs and outputs which could then be used to feed into another process. You need to think about what information you need to gather in the processes to give the outputs you need. It might be a piece of information that is key to hitting a Key Performance Indicator (or KPI) you are monitoring for overall performance. 
 
For example, in a new sales process you will need the following pieces of information to be gathered as part of the initial contact (inputs): - 
• Full name 
• Position 
• Contact details 
• Initial enquiry details (opportunity) 
• Where did the lead come from? 
• And others as you require. 
 
The outputs of this could the following: - 
• New CRM record created 
• Customer number allocated 
• Follow up meeting booked 
 
Knowing what feeds the process and the output you expect from them is key to ensuring you have all the data you need to help monitor and develop your business. 
 
Technology/tools – Once you have an idea of how your business functions then you can look at what technology or tools can help with the processes and information flows you have defined above. 
 
I always say that technology isn’t a ‘silver bullet’ that can fix everything. If you have a bad or inefficient process trying to shoehorn it into some form of technology will only make it worse. 
 
When considering technology think about what you want it to do to help the business and meet the strategy and vision. Some areas to consider could be: - 
• Automation and driving consistency of a process 
• Employee, customer or supplier collaboration 
• Centralising data for better KPI and performance monitoring 
• Empowering employees 
 
Anything that you look at to help solve a business problem or pinch point should be considered not only to fix an issue now but also in the future. Don’t just put a point solution for now, make sure it will fit with the future state of the business. How to identify that is explained further in this document. 
 
How to approach using the theory 
In the work I do with clients I often come across the scenario where I speak with a potential client or one of connections and they say to me something similar to “I really need a new XXXX system/application” 
 
The first thing I always is “Why do you think you need it?” and “What problem are you trying to fix?” 
 
I often get a response back on the lines of “Well I know someone who is using it and they said it was great!”. 
 
I have seen through my many years of experience (36 years now!!!!) in Information Technology and business change of which most of those (30+) have been working for larger corporates where some form of technology has tried to be forced into a business from the bottom up and it HAS NEVER WORKED! 
 
It is a top down approach to looking into your business and consider the journey it needs to go on to meet your future needs. 
 
Planning the theoretical journey of your business 
Before you can define what the future looks like you have to understand how it looks today. Without a clear starting point, you cannot determine the right changes you need to make and monitor them. 
 
A recommendation I would give you is that when planning the growth journey make small incremental changes where possible and not go for the ‘big bang’ approach unless really necessary. Experience has shown that smaller, calculated changes have greater impact and longevity over trying to make a wholesale change. If you think of the phrase which I use a lot was: - 
 
“how do you eat an Elephant? - One Piece at a Time” 
 
A simple way to think of it is to plot it at a high level as follows: - 
The above is just an example but what is shows is how you can break the 3-year journey down into manageable activities each building on the last. Everyone’s journey will be different, so you need to think what are the high-level stages that take you to where you want to be (forward strategy). 
 
If this has piqued your interest and you want to download the template fill in your details and we will send this out to you. As well as being provided with a simple and easy way to visulaise your business you will get support from us to ensure you get the full value from it. 
The template looks like this on the right. 
 
If this has piqued your interest and you want to download the template simply fill in your details below and we will send this out to you. The template gives all the details included here but also an example of how it should be used so you can get started straight away. 
 
As well as being provided with a simple and easy way to visulaise your business you will get support from us, should you need it, to ensure you get the full value from it. 
 
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