Creating a culture based on purpose that lasts beyond the founder takes a unique kind of effort and requires a plan that can achieve both long term success and produce everyday results. Culture goes beyond good deeds, the right decisions, ethical actions, and generous benefits. Culture is built and sustains when there is a process that everyone buys into and lives by; always. We know that process and can help you implement it. 


All businesses start by filling a need with the right capability. Making the business beat the odds of “from rags to riches to rags in three generations” requires fortitude and the willingness to take risks. Most importantly, longevity requires the capacity to take what is personal and make it inspiring and profitable. We have a process that can help you leave a legacy that beats the odds.


When the leaders have a business that is profitable AND purpose driven challenges are welcomed; until something changes, and leaders move on. Without a process that deliberately aligns and scales Purpose and Profits, scalability will always depend on WHO is leading instead of having a culture that knows HOW to sustainably grow. We have a process that shows HOW to be profitable with purpose.



Before my firm worked with Kiki and FarVision, we didn’t know how much time and money we were wasting. Our firm was headed into its eighth year and was growing fast. We were trying to balance the growth by operating the same way we always had. What became crystal clear was that the organization needed to focus on the “right” things to grow. FarVision helped us avoid some common pitfalls and helped us work toward managing the items most needed for the business.

Before we worked with FarVision, we were growing 25-30% per year. This year we are on a path to 120% growth; moreover, we are ready to manage that growth and keep going. 

The best thing about FarVision is they don’t do the work for you they help you build your business muscle (as they say), so you are prepared for anything. Give them a call; they are excellent people to work with and experts who can help you a thousand different ways.

-Christopher Ryan | SIX Marketing


Every business is unique and has their own challenges but some things tend to be the same with every business. A business’ life cycle is one of those constants. By understanding what stage of growth (Life Cycle) your business is in, you will learn what is needed most for your organization.

Take our FREE 5 question analysis (below) and you will know what life cycle stage your business is likely in. You will receive a detailed explanation on what the stage means and how it impacts your growth.


How long have you been in business?

Which of the following describes the usual pace of your business most accurately?

Which best describes your annual revenue?

Does your company have a documented Purpose, Vision, and Mission?

Does your company have clear operating policies and procedures?

Life Cycle Analysis
Based on how you answered the questions, it appears that your business may be in the Infancy Phase of its Life Cycle.

“Infancy” refers to the early stages of developing an organization. During this phase, it is less important what people think and more important what they do. The organization needs a hard-working, results-oriented founder who stays committed, and there needs to be enough infusion of cash to keep the business afloat. While this can be an exciting time in the organization’s life, it may be challenged by having few systems, rules, or polices, there could be inconsistent performance, problems can become crises quickly, and there may be little delegation and perhaps not enough of the right people on board to get things done. During infancy, it is important to understand what problems are normal, expected, and healthy, versus problems that are unhealthy and will lead to premature death of the organization.
Based on how you answered the questions, it appears that your business may be in the Go-Go Phase of its Life Cycle.

Congratulations! In the “Go-Go” stage, you have made it past some of the challenges of a new organization. You can see that your idea is working, and your company has most likely overcome negative cash flow challenges. Sales may be up, and the company is most likely not only surviving, but thriving! Still, this is a phase of rapid growth and there may be a desire to expand beyond the current capacity of your organization. During this phase, businesses often have a lack of consistency and focus, may be organized around people instead of structure, and there may feel like there are too many priorities. It is also common for the business owner to fall into the “Founder’s Trap” where she feels like she is the company and vice versa. How does the owner learn how to deal with the Founder’s Trap in a healthy way that does not prematurely destroy the organization?
Based on how you answered the questions, it appears that your business may be in the Adolescence Phase of its Life Cycle.

“Adolescence” is also known as “the second birth” or “coming of age.” It is a time to celebrate all that you have done and all your organization has accomplished. It is also a time to be clear about the future you want so ensure that the business continues growing in the right direction. Perhaps you have been around long enough now so that there may be “old timers” and new employees—and you may see conflicts that arise between the “generations.” Other challenges may be that you have inconsistency in organizational goals, compensation, incentives, delegation of authority and a greater focus on management. A common complaint of adolescent organizations if that you have too many meetings that are not effective. How do you keep the excitement of your business alive without over managing it to death?
Based on how you answered the questions, it appears that your business may be in the Stable Phase of its Life Cycle.

“Stable” sounds like it is a good place to be. In some ways, it is—your hard work has built a company where the demand meets the need, growth meets expectations, and you have institutional history and success to build upon. The threat, of course, is the fear of complacency. How do you keep the entrepreneurial spirit and flexibility that got your business to where it is? How do you continue the growth in a healthy way to ensure that your business does not die prematurely?
Based on how you answered the questions, it appears that your business may be in the Aristocracy Phase of its Life Cycle.

“Aristocracy” refers to a company that is well-established and perhaps has the financial position of being able to spend money, but mostly on control systems, benefits, and facilities. In Aristocracy, the emphasis is on how things are done, rather than what and why something is done. Your organization may have a “don’t make waves” attitude, and there may be limited focus on innovation. Aristocratic organizations may also be interested in buying or merging with younger organizations to keep things fresh. Challenges may include keeping up with the times to ensure that the product is something that people want, changing with the marketplace if that “want” has changed, and staying on a healthy path away from the premature death of your organization.

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