I often find myself sitting in an office with a General Manager who has brought me in for a problem-solving consultation.
More often than not, the same statement comes up:
“We need to increase sales to cover rising costs.”
But is that really the problem… or just the assumed solution?
In many cases, GMs are pushed into action by the Board of Directors—focused on spreadsheets, bottom lines, and dividends. And rightly so. A return on investment is expected.
However, one pattern keeps repeating:
Very few stop to think.
The pressure for quick results leads to quick decisions—often increasing spend, bringing in consultants, or pushing teams harder.
But speed without direction rarely solves the real issue.
The SARMA Method
S — Stop
Pause.
Step back from the operation and create space to think.
You cannot fix a problem while fully immersed in it.
A — Analyse
Change your environment.
Step out of the office and onto the shop floor. Observe. Listen. Engage with the people doing the work.
Focus on facts—not assumptions, not opinions, not symptoms.
Ask yourself:
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Where exactly is the failure occurring?
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Is this issue recurring?
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What is truly driving it?
R — Restructure
Redesign the process.
Ensure new Key Performance Indicators (KPIs) are clear, measurable, and understood by everyone involved.
This may involve:
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Adjusting workflows
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Introducing or tightening controls
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Improving training
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Reassigning responsibilities (and sometimes, changing people)
This is the hardest stage—but it’s where real change happens.
M — Monitor
Discipline is key.
Ensure the new process is followed consistently and correctly.
Check:
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Are people applying the changes as intended?
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Is the system being used properly?
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Are deviations occurring?
Without consistency, even the best process will fail.
A — Assess
Measure the outcome.
Go back to the data.
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Has the issue been resolved?
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Are results improving?
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Do further adjustments need to be made?
If not—repeat the cycle.
Why the SARMA Method Works
Because it forces a shift:
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From reactive → proactive thinking
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From symptom-fixing → root-cause solving
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From effort-driven → system-driven performance
The Q Squared Consult Approach
This is how I work.
Not chasing quick wins—but building lasting solutions.
Getting it right the first time by:
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Understanding the real problem
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Fixing the root cause
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Designing systems that prevent recurrence
Final Thought
If the same problems keep coming back, it’s not bad luck—it’s a signal.
Apply SARMA.
Because when the process is right, strong results stop being difficult… and start becoming predictable.
Talk to me
Jean Pierre Sant
