Entrepreneurship And Innovation At The

McDonalds Commerce Essay

Creativity, innovation and entrepreneurship are three essential tools of success for
companies in the increasingly challenging business environment. Where, creativity is the
ability to develop new ideas and discover new ways of looking at problems and
opportunities, Innovation is the key to economic development of any country. Inventions
and innovations are the building blocks of the future and Entrepreneurship is the process
of creating something new with value by devoting the necessary time and effort
assuming the accompanying financial psychic, social risks and receiving the resulting
rewards of monetary value and personal satisfaction and independence. All three call for
'new ideas' and there is an element of risk involved in the implementation and the
acceptability of the new idea. Where creativity is the ability to generate an idea,
innovation is the process of the idea creation and entrepreneur is the person who
performs both to become who he is, takes the risk, implements the idea in the form of a
venture. In this fiercely competitive, fast faced global economy creativity is not only an
important source of building a competitive advantage but is also a necessity for survival.
When developing creative solutions to modern problems, entrepreneurs must go beyond
merely using whatever has been used in the past. McDonalds is one such company
which has earned its brand image over the years with effective use of entrepreneurship,
creativity and innovation all put in right place in the organization allowing the company to
achieve massive competitive advantages and an edge at building 'new ideas' and
defining new and better means of customer satisfaction.
The company serves around 50 million customers in 30,000 destinations worldwide on a
daily basis and pulling that off whilst successfully obtaining high revenues is a job that
requires continuous innovation and out of the box thinking. McDonalds focus over the
years has been nothing less than the customer itself. McDonalds took its strong roots in
building a name in innovation during the 1990s and the early 2000ss when the
competition first started to grow. McDonalds at that time did not take its brand equity for
granted and infused its creative teams' minds into the thought process that have and
continue to generate innovative products and campaigns like Big Mac and Egg McMuffin
(Entrepreneur, 2006 [online]).
McDonalds offers an extensive case study of the application of a well thought of and
thorough innovation strategy, a product planning and developmental process that
effectively reflects the changing industry, its opportunity recognition and analysis to stay
on top, and the Mcdonalization culture and leadership embedded with innovation that it
follows to successfully practice innovation in all aspects and obtain customer satisfaction
that defines industry standards. But even for a company like McDonalds room still exists
for improvement. The paper analyses the company on these aspects. The paper after
analysis of the corporate entrepreneurship and innovation strategy being following in the
company will attempt to establish recommendation for the enhancement of the
competitive advantages of the company.
Innovation Strategy
"Think big, start small, scale fast." This is the innovation strategy being followed by
McDonalds. This idea was brought together by the managing director of McDonald's
Ventures, Mats Lederhausen (Entrepreneur, 2006 [online]). The key players are all of
the employees of the company who are well ingrained with the 5PS that form the
paradox of the company. These 5 PS are: People, Product, Promotion, Place and Price.
The innovation that takes place in the company is all customer-oriented and started with
people and ends with people making effective use of company resources, offers and
tools. The innovation strategy is built on one concept: Customer is king. The insights and
demands of the customers are the main triggers of the entire innovation process. The
franchisees are known as owner-operators who are a big part of the innovation chain.
Keeping such diversified franchises and their thought processes altogether merged with
the company objectives and essence is a big challenge which can not be controlled or
centralized. The innovation process is decentralized making the owner-operators feel as
much important in the company as those who are part of the core headquarters as well
as encouraging them to create competitive advantages for the company. McDonald's
seizes every opportunity it can to bring innovation and lead the industry. McDonald's
success is also based upon its suppliers that are part of the three-legged stool. For
McDonald's, the quality of its products is of absolute importance. It specifies highest
standards for suppliers in the food industry. McDonald's focuses on developing close
relationships with suppliers. At McDonald's, everything is done on an open accounting,
handshake trust basis (Times100, 2009). McDonalds works closely with the suppliers to
develop and improve products and production techniques. This dependency is described
as a three-legged stool principle, and involves McDonald's, the franchisees and the
suppliers. The growth and success of the McDonald's, in this way, is shared by the
suppliers of the restaurant who are able to meet the quality standards (Times100, 2009).
For McDonald's, the relationships between franchisor, franchisee and supplier are of
paramount importance to the success of the innovation led business.
The Process of Innovation and Creativity
The owner operators are small business owners who have the entrepreneurial zeal in
them and offer various ideas and creative insights that form success drivers for the
company. Thus, they are involved in each of the innovation steps and processes. Each
of the franchise of McDonalds is in itself a mini laboratory that has millions of potential
ideas stored just waiting to be explored and the owner operators are the main source of
their retrieval and practice.
Sources of Ideas
For McDonalds, following are the main sources of ideas.
Consumers are the foremost innovation triggers. These include potential as well as
existing ones. They are given great importance and attention to point to new directions.
This attention takes the form of informally monitoring potential ideas and needs and
formally arranging for consumers to have an opportunity to express their opinions
(Bygrave, 2008).
Existing products and services in the market are also continuously monitored or
evaluated to uncover ways to improve the services. This results in innovative products
and services that have more market appeal with better sales and profit potential.
Owner-Operators, like mentioned above, are the biggest and most effective source of
ideas for McDonalds as they offer insights of local appeals surrounding the franchises,
which are then incorporated into new products and services. McDonalds' introduction of
Apple and Walnut salads is one such example of its catering to the local demands,
which were communicated effectively by the owner operators. But there are also many
demands, such as Shrimp salads that McDonalds cannot currently cater to, because of
lack of resources.
Federal Government is also a source of new product ideas in two ways. First, the files of
the Patent Office contain numerous new product possibilities. Although the patents
themselves may not be feasible, they can frequently suggest other more marketable
product ideas. Second, new product ideas can come in response to government
regulations (Drucker, 2008)
Research and Development is yet another but large source of innovative ideas for
McDonalds. McDonalds has its mini-laboratories in each of its franchises as well as
large laboratories in its head-quarters in US which are continuously engaged in bringing
in new product ideas and ingredients and recipes to win customer satisfaction.
The Creative Process
Although, creative ideas may appear to strike McDonalds as suddenly as a bolt of
lightning but they are actually the result of the creative process, which involves the
following steps:
Preparation
Investigation
Transformation
Incubation
Verification
Implementation
Preparation involves getting the mind ready for creative thinking. Preparation includes a
formal education, on the job training, work experience and taking advantage of other
learning opportunities. This training provides a foundation on which to build creativity
and innovation. Investigation is where a solid understanding of the problem, situation or
the decision at hand is developed. Transformation involves viewing similarities and
differences in the information collected. This phase requires two types of thinking:
convergent and divergent thinking. Convergent thinking is the ability to see the
similarities and the connections among various data and events. Divergent thinking is
the ability to see the differences among various data and events. The subconscious
needs time to reflect on to the information collected, this is done during the incubation
phase. Next comes the illumination phase, where a spontaneous breakthrough causes
the light bulb to go on. McDonalds Innovation Council then verifies the ideas where it
conducts experimentation to test the success potential in the idea generated.
Implementation then follows where the idea is transformed to reality (Entrepreneur, 2006
[online]).
Opportunity Recognition and Analysis
A business opportunity represents a possibility for the entrepreneur to successfully fill a
large enough unsatisfied need that enough sales and profits result. Recognition of an
opportunity results from the knowledge and experience of the company and its
employees. McDonalds makes effective use of its knowledge base and maintains proper
records of its previous industry analysis to point to new directions and market niches to
exploit profits out of. Each and every innovative opportunity is carefully assessed
through an opportunity analysis plan. This opportunity analysis plan comprises of four
sections:
A description of the idea and its competition;
An assessment of the domestic and international market of the idea;
As assessment of the entrepreneur and the team; and
A discussion of the steps needed to make the idea the basis for a viable business
venture.
Product Planning and Development Process
Once ideas emerge from idea sources or creative problem solving, they need further
development and evaluation. The product planning and development process at
McDonalds is divided into five stages:
The idea stage
The concept stage
Product development stage
Test marketing stage
commercialization
Organizational Culture
McDonalds has succeeded because it offers consumers, workers, and managers
efficiency, calculability, predictability, and control. This constitutes the McDonald's model
of work practice and work design, known as McDonalization. McDonald's is a global
capitalist organization that transforming the production, consumption and distribution of
food - more importantly everyday life. McDonald's employs Taylor's and Ford's methods
in its assembly line production.
Ritzer discerns four elements of Mcdonalization:
Efficiency
Calculability
Predictability and
Control (Haworth, n.d.)
McDonald's offers efficiency, which is the optimum method for getting from one point to
another. This means that McDonald's offers the best available way to get from being
hungry to being full. For working people, quick and easy access to food is a blessing and
McDonald offers just that through its efficient work practices. This fast-food model offers
people an efficient method for satisfying many needs. (Ritzer, 1996, Pp. 9-11)
To achieve this efficiency, workers in McDonaldized systems function efficiently. They
are provided with training to work this way by managers, who supervise over them
closely to make sure they come up to standards. This is ensured by organizational rules
and regulations regarding production of highly efficient work.
On the other hand, McDonald's also offers calculability, which is an emphasis on the
quantitative aspects of products sold (portion size, cost) and service offered. Quantity
has become equivalent to quality; that is something that must be good. The common
customer's perception of 'bigger is better," is very successfully satisfied with McDonald's
Quarter Pounder, the Big Mac, and the large fries. People quantify these things and
realize that they are getting a lot of food for quite less money. For consumers this is the
best deal but for the food-food outlets this is the extraordinary profitability. (Ritzer, 1996,
Pp. 9-11)
Consumers also calculate the time it takes to drive to McDonald's, be served the food,
eat it, and return home; and then, they compare that duration to the time required to
prepare food at home. They believe that it takes them less time to get it from McDonalds
than prepare the whole meal at home. This calculation obviously supports home-delivery
franchises such as Mcdonald's, which emphasis on time saving.
The McDonaldized institutions combine the emphases on time and money. Workers at
McDonaldized systems emphasize the quantitative rather than the qualitative aspects of
their work. This causes the workers to focus more on the amount of work they do rather
than how well they do it, at times. This is how McDonald's employs Frederick Taylor's
Scientific management work practices, that related the work directly with pay. (Daft,
1997)
The third element of the McDonalization is that McDonald's offers predictability, the
assurance that the products and services will be the same every time and in all outlets.
For example, the Egg McMuffin in New York is identical to those in Chicago and Los
Angeles. To be more precise, those eaten next week or next year will be identical to
those eaten today. This provides a great comfort in knowing that McDonald's offers no
surprises, it's service is predictable. People know that the next Egg McMuffin they eat
will taste about the same as the others they have eaten; it will be what is expected and
in mind of the consumer. The success of the McDonald's model explains that many
people have come to prefer a world in which there are few surprises, because
unpredictability can be dangerous too (Ritzer, 1996, Pp. 9-11) .
Relating this to the work practices at McDonalds, the workers in McDonaldized systems
also behave in predictable ways. They are confined by the corporate rules as well as the
dictates of their managers. McDonalds offers extensive training to its employees, which
is so standardized that whatever the employees say at customer touch points is scripted
by the managers themselves. McDonald's has pioneered in the routinization of
interactive service work (Ritzer, 1996, Pp. 9-11).
Fourthly, McDonald's practices control, especially through the substitution of nonhuman
for human technology. A human technology is controlled by people; a nonhuman
technology (controls people. The people who eat in fast-food restaurants are controlled
through lines, limited menus, few options, and uncomfortable seats. All of these enable
the customers to eat quickly and leave (Ritzer, 1996, Pp. 9-11).
The employees in McDonald's working under the McDonaldized organizations are also
controlled to a high degree. They are provided trained to do a limited number of tasks in
precisely the way they are ordered to do them. The technologies and the way the
organization is set up reinforce this control. Managers and supervisors make sure that
workers follow the line. (Ritzer, 1996, Pp. 9-11).
How does McDonalds makes sure employees follow up to this control? It threatens them
to replace them with technology. But employees cannot be controlled from fouling up the
system's operation. The manager cannot control a slow worker, who can still make the
preparation and delivery of a Big Mac inefficient and worker who refuses to follow the
rules might leave the pickles or special sauce off a hamburger, thereby making for
unpredictability. And then a distracted worker can put too few fries in the box, making an
order of large fries seem skimpy. It is for these reasons, McDonald's has been obliged to
steadily replace human beings with non-human technologies, such as the soft-drink
dispenser that shuts itself off when the glass is full, the french-fry machine that rings and
lifts itself out of the oil when the fries are crisp, the preprogrammed cash register that
eliminates the need for the cashier to calculate prices and amounts, and, perhaps at
some future time, the robot capable of making hamburgers. Such technologies increase
the company's control over workers. And in this way McDonald's can assure customers
that their employees and service will be consistent (Ritzer, 1996, Pp. 9-11).
Increasing Competitive Advantages
Being an innovation leader in the food service industry, McDonalds does not let its
creative heads fall asleep. It is always looking for new directions to improve its customer
services to pave way for profitable business. Following are the ways in which McDonalds
can sustain and increase its competitive advantage in the face of aggressive rivalry in
the food service industry.
Enhancing Organizational Creativity
McDonalds can enhance its organizational creativity by:
Embracing diversity - one of the best ways to cultivate a culture of creativity is to hire a
diverse workforce. When people solve problems or come up with ideas, they do so in the
same framework of their experience. Hiring people from different backgrounds, cultural
experiences, hobbies, and interests provides the company with crucial raw material
needed for creativity.
Expecting Creativity - employees rend to rise- or fall- to the level of expectations of
entrepreneurs have of them. One of the best ways to communicate the expectation of
creativity is to give employees permission to be creative (Morris, 2009)
Expecting and tolerating failure - creative ideas will produce failures as wells as
successes. People who never fail are not being creative. Creativity requires taking
chances and managers must remove employees' fear of failure. The surest way to
quash creativity throughout an organization is to punish employees who try something
new and fail.
Encouraging curiosity - McDonalds may keep its managers and employees asking the
question "what if" and take a "maybe we could" attitude to break out of assumptions that
limit creativity.
Viewing Problems as Challenges - every problem offers an opportunity for innovation.
Entrepreneurs who allow employees to dump all of their problems to desk to be "fixed"
do nothing to develop the creativity within those employees.
Providing Creative Training - almost everyone has the capacity to be creative, but
developing creativity requires training. Training accomplished through books, seminars,
workshops and professional meeting can help everyone learn to tap their creative
capacity.
Providing Support - the higher level management of McDonalds should give employees
the tools and resources they need to be creative. One of the most valuable resources is
time.
Rewarding creativity - they can also encourage creativity by rewarding it when it occurs.
Financial rewards can be effective motivation but non-monetary rewards such as praise,
recognition, and celebration can be more powerful incentives.
Modeling Creative Behavior - creativity is "caught" as much as it is "taught". Companies
that excel at innovation find that the passion for creativity starts at the top. Entrepreneurs
set examples of creative behavior, take chance and challenge the status quo will soon
find their employees doing the same (Morris, 2009).
Improving the Creative Process
Teams of people working together usually can generate more and more creative idea.
Three techniques McDonalds can use to improve the quality of creative ideas that follow
from its Innovation Council: brainstorming, mind-mapping and rapid prototyping.
Brainstorming is a process in which a small group of people interact with very little
structure with the goal of producing a large quantity of novel and imaginative ideas.
Another useful tool for jump-starting creativity is mind mapping, an extension of
brainstorming. The strength of mind mapping is that it reflects the way the brain actually
works. Rather than browsing out ideas in a linear fashion, the brain jumps from one idea
to another. Generating creative ideas is a critical step in the process of taking an idea for
a product or a service successfully to the market. However, entrepreneurs find that most
of their ideas won't work and that's where rapid prototyping plays an important part in the
creative process. The promise behind rapid prototyping is that transforming an idea into
an actual model will point out flaws in the original idea and will lead to improvements in
its design (Hisrich, 2009).
Conclusion
Dick and Mac were the ones who opened the first McDonald's restaurant in 1940 in San
Bernardino, California, and at that time they could not have imagined the worldwide
phenomial success that McDonald's now enjoys. What got them famous was their
winning formula of selling a high quality product cheaply and quickly. The business really
began to grow immensely once Ray Kroc, a Chicago based salesman, who was a
marketing expert, joined the team (Watson, 2002). He decided to spread McDonald's
formula throughout the United States and beyond. McDonald's now has more than
30,000 restaurants all over the world. Its serves 46 million customers everyday, that is
equal to a lunch and dinner for every man, woman, and child in the world! McDonald's
enjoys sales over $38bn from the entire world, which make it the biggest food service
company internationally. McDonalds' paradox of success lies with innovation and giving
customer satisfaction the priority for its service offerings and operations. It keeps track of
industry changes, anticipates consumer preferences and incorporates them into the
product. Also, insights and communication with owner operators provides new product
ideas and a highly effective and successful innovation process that is dealt by the
McDonald's innovation council and together with the organizational culture of
McDonalisation, it is practicing innovation in all aspects and providing innovation
embedded services all around the world. But even a company like McDonalds has room
for improvement, whereby it can enhance the creativity of its organization by infusing the
culture of innovation more predominantly than before into each organizational level and
improving the overall creative idea generating process. In the face of globalization,
innovation offers a highly effective opportunity which companies like McDonald are
making effective use of but it is more of a continuous process rather than a one-time
thing.

McDonald’s Latest Innovation Focuses

on Employees to Raise Profit
No matter where in the world you go, chances are you’ll run into a McDonald’s. Once
just an American icon, McDonald’s is now the largest global franchise in the world.
People around the entire globe are enjoying McDonald’s Big Macs and more.

The success of their company doesn’t just happen, it takes a lot of hard work and
focus on one very important detail. Even a franchise giant like McDonald’s owes a
significant amount of their success to the efficiency of their employees. The
employees are the most direct connection from customer to product.

To ensure customer satisfaction with your company, the employees need to be doing
a flawless job, considering many represent the company they work for. Although, to
get a fresh employee from a “young padawan” to an experienced, consistent, and
productive worker, there is always the grueling training process.

Managers are looking to speed up employee onboarding without sacrificing the end
result. McDonald’s recognized this and has begun to take advantage of new
technologies to improve their employee training and onboarding process.

McDonalds Meets Technology

According to Forbes, McDonalds recently entered into a partnership with Inkling, an
enterprise content platform company. Inkling will be helping McDonald’s build a
platform to create electronic training and operation manuals for its employees.

With this platform, all content once used on paper can now be transferred to tablets
that can be accessed on site. This new transition is improving the learning
experience by combining training and kitchen work, as opposed to separating them,
speeding up the training process.
Using this technology, employees can multitask, increase their retention via training
videos, and can be sent new content immediately as it is created. The investment
McDonald’s made with Inkling is a long term profit and an intelligent move.

Having an acceleration of training without loss of content, McDonalds can also

increase the efficiency and productivity of their employees, in turn improving
customer satisfaction as well. Not to be missed is employee satisfaction, which is
increased as employees feel better supported and self-sufficient in their work
environment. There is a direct correlation between happy employees and happy
customers.

As this technology is implemented, McDonald’s will be able to swiftly add new menus
or policies, shorten training time, and improve consistency. Customers can now
expect the same service from a McDonald’s across the world compared to the one
across the street. McDonald’s will save money on training and maybe even a little on
paper, while making everything run smoothly in the process.
Granted, there is always room to improve. The technology itself can be pushed even
further. Rather than just transferring their training process from paper to tablet, why
not also focus on making sure that system is simple and easy to use?

We don’t know the exact details on how it all looks, but I haven’t seen much
emphasis on making sure the tech itself is efficient. Using tech to train employees is
not a new concept, so we now have options on how it might be done. It’s incredibly
important to make sure this system will be easily absorbed by employees and take
them step by step to the end result, or this might just end up in more confusion.

Ultimately it looks like McDonalds understood the challenges of integrating new

technology while ensuring that it was easily grasped by their employees.

Engaging your employees in innovation

Your employees are one of your most productive assets in your business. By
creating an environment within your business that encourages innovative thinking
and action you will inspire your employees to share their knowledge, experience,
skills, suggestions and recommendations. Here are ten different ways you can look
to create an innovative environment in your business:

1. Encourage an innovation culture

Employees should be honest and open, encouraged to share ideas and able to
explore initiatives without fear of retribution. There should be a recognition that not
trying anything new is often the biggest risk.

2. Hire people with different perspectives

Look for employees who understand your vision and align with your culture but aren't
necessarily the same as you. Look for those that may have different perspectives,
diverse backgrounds, passions, and capabilities. Having employees with an
alternative set of ideas and problem-solving approaches will easily generate an
innovative approach.
 Checklist: Recruitment process

3. Lead by example
By open and approachable to new ideas. Ensure that each employee is encouraged
to share new ideas. This can be supported in numerous ways such as specific new
ideas, meetings, suggestion boxes, suggestion area on the internal intranet,
dedicated times and/or rooms. Many large companies often provided allocated time
for their employees to break from routine roles to inspire new thoughts – this could
be an employee retreat, allocated time each day or a day out of the office.

4. Have a process
Ensure that there is a process which everyone understands for assessing each new
idea. Employees will be encouraged to make suggestions and recommendations if
they are confident that the idea will be appropriately considered. This must be
supported by acknowledgement and feedback in a timely manner.

5. Implement quickly
Where possible, implement ideas quickly. Employees will be extremely motivated to
continue to share ideas, work towards the success of the idea and encourage
productivity of other employees when they see that they are in fact influencing the
direction of the business.

6. Reward employees
Even if the idea is not implemented, the employees should be encouraged to
suggest all ideas. Rewards can be for individuals or even teams or for the whole
workforce – the important thing is that employees see that you appreciate their
efforts to improve the business.

7. Create opportunities
Create work practices to encourage new initiatives. Have regular job swaps that
foster new perspectives from different employees. Develop cross functional teams
(employees from different parts of the business) to brainstorm improvements to
processes and other areas of the business. Introduce a new ideas or "what if?"
section to regular meetings.
8. Have a collaboration space
Have a dedicated area within the business that will promote interaction with
employees. Often informal discussions lead to improved employee relationship and
trust which can embrace collaboration that can lead to innovation. In large
companies, they often have open spaces where employees can sit and chat in a
relaxing environment.

9. Offer training
Offer training to employees that will inspire new thoughts and approaches to the
business. Employees will gain additional experience and the business will benefit
from possible new ideas and approaches that the employee has learned.

10. Invest in resources

Allocate appropriate resources to innovation in your business. Innovation is an
investment in the future of your business, not an everyday expense. Resources must
include appropriate time, finances, employee support, leadership and most
importantly of all, actions.

By implementing a culture of innovation in your business that is supported by work

practices to encourage employee participation, your business will move forward in
line with customer demand, industry best practice and benefit from improved
profitability that is a result of considered growth. Most importantly of all, you will have
highly motivated employees that will be dedicated to your business vision and
inspired to contribute to the success of your business.

1. Give employees freedom by listening.

When an employee feels as though their ideas are being heard, they are a lot more
likely to share them. Happiness makes people 12 percent more productive, and
generating that happiness can be as simple as taking the time to hear out their
thoughts. If you run a business across geographies, set up calls with various location
leads and have them schedule time with their teams.

When you get to know the passions of the people involved in your business, you’ll
create a culture of acceptance that will make everyone more willing to get involved.
You never know what ideas are out there until you take a moment to hear them.
2. Put it on a schedule.
It seems like, in today’s world, in order to lend a hand you have to allow for time to
be innovative. We’re always on the go or too focused on our current task to spend
time coming up with better business solutions. If you want to foster innovation, make
time for it. Develop weekly or monthly brainstorming meetings where your team can
throw ideas around. Putting everyone face to face creates an experience that can be
remembered and offers more than an email blast.

If you’re in multiple locations, you can use Google Hangout or Skype to video call
one another. You can also use these communication tools to collaborate internally
outside of scheduled meetings. That way, your teams can share ideas regardless of
time zones or locations, which allows for innovation to happen anytime, anywhere.

3. Crowdsource your management.

You want a business culture that is known for communicating and collaborating with
one another, and what better way to do that then using the collective intelligence of
your team? When a project comes up, chances are you’re assigning the same
leaders to the same kinds of work. However, there could be someone in a different
department who can offer a new take on an old problem.

Seventy-one percent of companies are expected to invest in these kinds of open

innovation projects, so it’s a chance to get your foot in the door of something new.
Giving employees the chance to come up with an idea and follow it through is
extremely effective for driving your company forward and inspiring creativity.

4. Provide mentoring.
It won’t always be you offering one-on-one feedback to your team -- especially if you
have multiple locations. Mentorship programs are valuable connections. They help
get employees thinking outside of their expertise. To mix things up and keep them
modern, start developing reverse mentorship programs. This style allows your
younger employees to take the lead and offer their insight into technology trends and
a growing generation of customers. They will be the ones building the future of your
business, so I recommend setting them up with a foundation for success now.

Providing opportunities for creative thinking and collaboration will add value to the
lives of your employees. Build innovation into the core of your practices, and you’ll
set employees up with the tools they need to successfully execute projects and
remain inspired daily