Value Investor Insight’s Post

New on The Southren Blog! Are your strategic plans not delivering the results you hoped for? You're not alone. Most strategic plans fail because they lack purpose, direction, and actionable steps. But there's a better way! Read our latest blog post by Kelly Margani to uncover: •Why most strategic plans fall short •The importance of co-creation in planning •Tips for creating a plan that actually works Hear from our clients: "Very rarely do consultants meet, let alone exceed expectations. But in our strategic planning process, you have over-delivered on every dimension. Thank you!" Read the full blog post here: https://lnkd.in/gnZYRib2 Feel free to reach out to talk about your Strategic Plan. https://lnkd.in/gETvrQwP #LawFirmSuccess #StrategicPlanning #LegalIndustry #BusinessDevelopment #SouthrenGroup

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As part of our South Asian Heritage Month series, we’re sharing some more insights from our CEO, Munhib S., on the journey of building Lexnis Security. This is our third instalment, where Munhib discusses the inspiration behind the company, early challenges & the factors behind its success. 1. What inspired you to start Lexnis & what were the initial steps you took? "The inspiration came from my passion for security and the need for quality and customer-focused services. I identified a gap in the market for comprehensive, reliable solutions built on trust. We started small—just a laptop, a phone, determination and contacts from my previous role I had worked hard to keep in touch with. My wife, Sumee Sumayyah (Sumee) Khan joined me as co-founder, and we both managed multiple roles, from operations to client communications - it was non stop. Our first big break came from a short-term project, which we approached with professionalism, and it led to more and more opportunities - we are actually still working with that first ever client today, many years later." 2. What were the early challenges you faced? "Limited resources meant we had to be strategic with spending and clever with time. Finding the right people who aligned with our values of integrity and dedication has been crucial. Building credibility in a competitive market was another challenge, but we overcame it by delivering exceptional service and maintaining transparent communication. Our focus on quality and long-term relationships eventually paid off." 3. How did you secure your first clients and build trust? "Our first clients came from relationships built over 15 years in the industry. Integrity and professionalism were always my priorities, which resonated with people. We built trust by exceeding expectations and being transparent about our processes. Referrals and word-of-mouth were significant in establishing our reputation. I firmly believe that word-of-mouth marketing is such an powerful tool when building a business." 4.What role did Sumee play in the early days? "Sumee was integral—Lexnis wouldn’t be what it is without her. As CEO, she brought invaluable experience in business operations, setting up systems, and keeping us both on track—no easy task! She played a key role in client relations, ensuring positive relationships. Her dedication and ability to manage multiple aspects of the business were vital to our growth." 5.What were the key early factors that contributed to your success to date? "I would say a commitment to quality, strong relationships, and taking calculated risks. We adapted, learned from each experience, and made bold decisions, such as investing in new technology and the right team. Sumee's support and a clear vision was crucial. Hard work and strategic planning has brought us to where we are today."

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"I always tell people that, as a managing director, you're wearing three hats. One is the hat of the shareholders. One is the hat of the business, the staff and the people. And the other is the hat of self-interest. It's very easy at moments like that to wear the wrong hat. It was evident at this moment self-interest wasn't the thing to focus on because the step up in the benefits to the shareholders was so significant." For my recent corporate history book (see the link below), an ASX-listed business commissioned me to update and expand its story into the 21st century. For the project, I undertook lengthy interviews with more than 20 people including many former and current CEOs, board members, executives and employees involved with the business over the past 40 years. These interviews provided a wealth of information and stories about where the company had been, what it had got right, and even what it had got wrong. Talking to them revealed the hidden pressures and personal struggles faced by those charged with leading organisations, especially in challenging circumstances. Their experiences provided perspectives beyond those gleaned from regular research material like archival company documents and newspaper reports. Dates and milestones provide the skeleton structure for writing the story of an organisation's history. But the flesh and blood come from talking to the people who were there. That's when stories take flight, and you get real insight into what makes an organisation tick, what's in its DNA. If you're interested in preserving your organisation's history and want its story told, please get in touch with me to discuss how I might be able to help. Your organisation's history doesn't have to be as extensive as a 55,000-word hardcover book. It could be a series of articles for your website or a commemorative magazine-style production. I'm happy to chat about what best suits your organisation.