The examples are numerous. Below are a few common situations :

   1. A company with 15 staff does not have the same needs as one with 25, 40 or more.

   2. Turnover is at a standstill, even dropping. What is the sales strategy of the company? How does it translate into a concrete action? Is the company meeting customer expectations or not ? These are crucial issues and addressing them is a first step toward dynamic, non static reasoning.

   3. Poor organization leads to a loss of efficiency, increases operating costs and has harmful and negative indirect consequences for the company (international malfunctioning, delayed jobs, quality defects, dissatisfied customers, payment delays, outdated internal accounting data, etc.)

   4. From ten employees and more, the situation of a company changes, as does that of the entrepreneur. But the enterpreneur may not always be aware of that fact and continues to act as before. Eventually, that could lead to decisions that are not suited to the company.

   5. Over time, routine sets in and the company becomes less responsive. It no longer seizes the opportunities that are given to it, merely because it is not dynamic enough to do so.

   6. The director is isolated in his job and has to make decisions alone. He may feel the need for practical advice or being set against someone who is his equal, with no hierarchical relation, who comes from outside and takes a fresh look at the company.

   7. Businesses that wish to develop and launch a new project often encounter several difficulties. How does the project fit in ? Does it have the capability to carry it through ? If so, it must also have skilled internal resources, more importantly resources that are available for completing the project without disrupting the activity of the company. Many ideas are given up even before they are studied in any detail, simply because of the fear of not having the necessary resources.

   8.   Directors are generally entrepreneurs, experts in their job, whose knowledge of how to run a company has been acquired directly in the field from the situations they have experienced, and from past mistakes. As a result, they are often in situations requiring a cure and do not have a preventive approach. Consequently, they have to rush to solve problems that have already occured.