It has been a big week in politics with the Dotcom sideshow becoming bogged down in its own crapulence.
Maybe now it's time for us as a nation to take back this election, which has been a non-stop rollercoaster ride of sensationalism with very little attention paid to policy.
Isuppose when an incumbent government is doing such a good job it isn't surprising that the opposition scrambles to seize anything it can.
Strange how the very same parties screaming and yelling about mass surveillance and spying were also rejoicing at a book written and published on the basis of a co-ordinated and executed activity of ... surveillance and spying.
Anyhow, the current election seemed to come around quick after 2011 and, like last time, I reflected about how much better life is from where it was two to three years ago.
There is not enough space in this column to outline in detail the business-related policy differences of the political parties - they are stark in some cases. But a change of government could see us paying more tax, overheads (especially for financing and transport) and compliance costs.
Just when businesses are looking to invest and maximise the benefits of a more stable economy, money and margin could be directed away from productive activities - the "glass half-full" would become "wallet half-empty".
I am already on record that I am not a great believer in sayings or catchphrases. But one does ring true for me when it comes to this election and also for those wanting to better their business, and that is "stay the course".
The key to sustaining any improvement initiative is seeing it through to its conclusion - abandoning it early means any gains will likely be lost.
This is also true where you are mentoring someone to improve their performance. These things are key because initiatives which would otherwise have had major organisational payoffs down the road will not achieve the planned impact if commitment isn't there or if the direction suddenly changes.
Another component of successful organisations are clear and defined decision-making processes. Strategically successful undertakings are characterised by the decisions that they make and the structures which support these. Decision-making with several competing opposition voices, each with their own agenda, won't breed success - it will breed inertia.
So in the case of strategic initiatives and improvement the message is clear - we need to see them through and keep going.
Russell Bell's Zenith Strategic Solutions is a specialist Wanganui business advice and consultancy firm - 021 2442421.
