By leveraging a business model that avoids big but common mistakes, Cadence has achieved a three-year growth rate of over 1,900%, and ranked 181st in Inc Magazine’s prestigious Inc. 500 | 5000 list of the nation’s fastest growing private companies.
Los Angeles, CA, August 29, 2012 – Cadence Research & Consulting (Cadence), a healthcare marketing firm offering market research, meeting planning and strategic consulting services, was launched at a time when the U.S. economy continued to sink with little relief in sight. However, unlike many, Cadence thrived. The secret of this success lies in its business model and how it avoids the common mistakes that create stifling work environments, poor performance, and unhappy clients.
“When we built Cadence, our intention was to create an environment where people want to come to work; a place that is collegial in nature, where the work is intellectually stimulating, the relationship with clients is collaborative, and the sense of accomplishment is real,” says founder and managing principal Sugata Biswas. “We consciously worked to get away from the old hyper-competitive, hierarchy based model. We operate Cadence very differently: collaboration, support, and balance are some of the ideas that are critical to the way we work and the results we achieve. Our client retention validates our approach and has fueled the growth leading to this honor.”
A strong believer in focusing on the solution and not the problem, Biswas says, “For a very long time, people have recognized the need for better ways of operating businesses. Yet, somehow, common mistakes are repeated. The problem is that business leaders are addressing the symptoms, rather than the root causes. Three common business-killing assumptions are:
Assumption 1: The more competitive an environment is, the better the outcome. A certain level of competition is healthy but like chocolates and wine, more is not always better. In fact, if you just keep piling it on, it can become toxic.
Assumption 2: Systems and policies alone will solve problems that hinder performance and morale. The solution lies in addressing the underlying fundamental issues driving the problems rather than adding another rule, program or system.
Assumption 3: The pie is fixed: if my colleague is recognized or rewarded, that means I lose. This assumption thrives when people believe there is not enough to go around, resulting in everyone trying to put each other down rather than building each other up and succeeding together. It’s critical to create a mindset of abundance where the focus is on making the pie bigger, not trying to take your neighbor’s slice.”
About Cadence Research & Consulting
Cadence Research & Consulting is a healthcare marketing company that supports its clients through market research, meeting planning and evidence-based strategic consulting. Leveraging a unique business model, Cadence offers a collaborative, high touch, expertise based approach for all its clients. Founder and Managing Principal, Sugata Biswas, has over 15 years of experience in management consulting and market research. Biswas received his B.A. with honors in Economics from the University of Chicago, and MBA from Yale University. Along with Daryl Twitchell, Biswas co-authored the book, “Management Consulting: A Complete Guide to the Industry” (Wiley, 1999 & 2001). The book was subsequently translated into Chinese, Russian and Hungarian.
About Inc. and the Inc. 500 | 5000
The Inc. 500 | 5000 is a list of the fastest-growing private companies in the nation. Started in 1982, this prestigious list of the nation’s most successful private companies has become the hallmark of entrepreneurial success.
Cadence is based in Los Angeles with offices in Dallas, Salt Lake City and New York. For more information, visit www.cadenceresearch.com