Posted by Eric Remer

These two words are spoken quite a bit around the halls at PaySimple (and probably in many growing organizations around the world). But what do they mean?

Activity defines the person who is willing to put in time, but not willing to engage himself – a person who tries hard, but is not willing to care. Active people are essentially going through the motions, doing what they are told, but adding little or no value in the creation process.

Productivity defines the person who is fully engaged in what he is doing, and not just at the office, but in life. Productive people are passionate about their goals, accomplishments, and destinations. They are creators. They can change a concept into an experience and a napkin sketch into an operating business. That is the power of productivity.

So why is it so important to small businesses? In my view it is critical for all businesses to focus on productivity, versus activity, because small businesses simply have fewer resources and less room for error. If everyone is just being active yet not productive the business will not move forward. In today’s business climate, if you are not moving forward you, you are moving backwards, and we all know businesses will not survive for long going in that direction.

If everyone in a growing business contributes at a high level of productivity, it not only makes for a great company, it makes for an incredible collective experience.

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Posted by Eric Remer

I was recently in a meeting with a director of business development for a Fortune 100 company, and as we discussed a potential deal that could provide tremendous value to both organizations, it became clear that size does matter—and in a way that might not be so obvious.

Smaller companies benefit from large organizations’ breadth, infrastructure, brand recognition, and vast distribution. Large companies, however, benefit from the nimble nature of smaller companies. Small companies can often create, execute, and implement with a drastically quicker turnaround by avoiding the bureaucracy that plagues many larger organizations. There are simply less “cooks in the kitchen,” which makes us much quicker on our feet.

During the meeting, the representative from the larger organization eloquently described the value each of our companies was bringing to the table: “We think of ourselves as a big yacht that has the ability to cross the vast ocean. However, when we get close to shore, we are not so great at maneuvering. That is why most yachts tow a few jet skis on back—so they can navigate the shoreline.”

It was a great analogy that perfectly described the symbiotic relationship between big and small companies. Both add tremendous value, as long as each party appreciates what the other brings to the table.

So there is no need for small companies to have an inferiority complex. Simply understand the value you bring to the table, and find the right partner who sees your value as well!

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