J Curves
“If you are not genuinely pained by the risk involved in your strategic choices, it’s not much of a strategy.” – Reed Hastings, Netflix
How often do you get “stuck” on a significant strategic decision? If you are like many small business owners, the answer is “too often.” It may be a key employee hire, a capital decision, the purchase of a large fixed asset, or a decision to exit the business. None of these are simple decisions and they are easy to get paralyzed in making the final call.
One of the best tools I have found for making tough strategic decisions is the “J Curve.” A popular blog for mid-size businesses, ShortTrack CEO, said the following about J Curves:
“The process of identifying, prioritizing, and managing J Curves is the most important determinant of entrepreneurial success.”
A J Curve investment is any strategic decision to spend money today for a benefit tomorrow. Any hiring decision is a J Curve. Any significant new customer is a J Curve. Any major allocation of capital resources is a J Curve. A marketing decision, such as the offering of a new product or expansion into a new market, is a J Curve. The list goes on…
Imagine the capital letter “J”. The first phase of the J Curve is the “investment. How much will we need to spend in time or money on this investment? If it’s a new piece of equipment, this would include the cost of the new asset, set-up, and training time, and any costs associated with ramping up the new equipment.
The second phase of the J Curve is “catch up.” We have now moved beyond the bottom of the curve, and we are trying to move towards break-even as quickly as possible. We again measure this phase in time and money. If it’s a new hire, the employee has completed his/her orientation and training and is now moving towards achieving the results we have set expectations for this new employee.
The third phase of the J Curve is the “blue ski.” We have moved past break-even on our investment and are now moving towards achieving a maximum return on investment (ROI) on this big decision. The new sales rep starts making big sales. The new customer starts placing sizable orders. The new piece of equipment has doubled our production capacity.
There are several important rules for managing J Curves:
- Measure the depth and width of the valley. It’s typically measured in either time or money, or both. We commonly underestimate both as they relate to the decision. We expect the new sales rep to deliver new customers in three months, which takes six months. We anticipate the new customer to place an initial order of $100K, and instead, we get $50K.
- Do not become emotionally attached to your J Curve. You may need to abandon it at some point. Your newly hired CFO has grossly overstated his qualifications for the job. Are you prepared to wait a year to see him grow into the position or cut him loose and start over?
- Watch the number of J Curves you have at any given time. The average for small business executives is between five and seven. If I sat down at the desks of my clients, I would find at least that many strategic decisions in the making. Any more than that may be problematic. Any less than that is a cause for concern as well. I suggest you keep a J Curve register on your desk. A legal pad with a list of your current J Curves to keep score. What is the current status of each one?
- Is there a plan for moving from Phase 1 to Phase 3 for each J Curve? There needs to be a unique course of action for moving efficiently through each phase.
- Watch out for “W” curves. You have reached Phase Three and are suddenly back at Phase One. What happened?
It’s time to get “unstuck” on your big strategic decisions. Thinking of each one as a J Curve is a great first step. You now also have a new vocabulary to think of these decisions in and discuss with your key executives. Good luck!