Everything is a Business: What Organisations Can Learn from Industry

Whether you work in the public sector, for a charity, or even just want to get more time back in your day, thinking like a business can provide insight, strategy, and clarity. When we strip away the stereotypes, the idea of ‘business thinking’ isn’t just about making money, it’s about value, efficiency, sustainability, and clarity of purpose. Whether you're an NHS department, a local charity, or an over-stretched individual trying to keep their household organised, applying some basic principles of business can lead to big improvements.

The Overload Problem

Recently, I visited the blood clinic, however, as someone generally healthy, I wasn’t familiar with the setup. I vaguely remembered a ticket system from previous visits but couldn’t see where it was. I asked someone, and they pointed it out; simple enough. But in that short exchange, I realised something important and went on to observe it first hand. I was fortunate that a member of the public pointed it out, but I was not the only person there that day to encounter the same problem. In the short space of time I was there I witnessed two other people do the same, they were not so lucky to have a member of public point the machine out to them and so, rang the bell of the unamanned reception to ask a member of staff. That moment of confusion then distracts staff, disrupts workflows, and creates friction. Seconds become minutes. Multiply that by the number of patients, and you’ve got a hidden cost. This isn’t about impatience; it’s about unnecessary inefficiency.

Looking around the waiting area, I finally spotted the signage pointing to the ticket machine which was buried among a wall of posters. In an NHS setting, it’s normal to see information overload: public health messages, charity drives, and procedural notices crammed into every inch of available wall space. But from a business perspective, it’s the opposite of effective communication. A private business wouldn't do this (or rather shouldn't): you campaign around a single message, make it visible, and support it with clear visuals. Why? Because confused customers don't buy, and wasted staff time costs money.

One of the best-known models that perfectly captures this ethos is the Toyota Production System (TPS). Toyota’s approach is grounded in the principle of eliminating muda — the Japanese term for waste. Waste isn’t just physical; it’s anything that doesn’t add value. That includes excess motion, waiting time, overproduction, even visual clutter. The system is built on two pillars: Just-in-Time and Jidoka (automation with a human touch). In short, make what’s needed, when it’s needed, and build in quality control at every step. Problems are identified at the source and addressed immediately.

The beauty of the TPS lies in its simplicity and discipline. Take their famous andon cord  a literal cord workers can pull to stop the production line the moment a defect is spotted. No waiting for a supervisor, no bypassing. It empowers everyone to solve problems before they ripple downstream. Visual management is everywhere clear signage, standardised workflows, and minimal distractions. Everything has a place, and everything is where it should be.

Now imagine if that same thinking were applied to a blood clinic. Clear, concise signage, perhaps colour-coded that leads you directly to the ticket machine. A focused visual campaign highlighting one message at a time. Procedures that assume the user might be unfamiliar, anxious, or distracted, and remove any friction from their journey. Not only would this reduce demand on staff, it would improve the patient experience and it’s not an expensive fix. It’s simply good design, rooted in operational clarity.

Missed Opportunities: Upselling for Value

I promise I am not anti NHS, but it seems laden with inefficiencies and it just so happens these are at the forefront of my mind when writing this. Recently my wife and I had our first child. I remember, after our last ultrasound scan, my partner and I watched a film, it was americanised and the couple were able to pay for a 3D baby scan after there last ultrasound. It got me thinking: is this something the NHS offers? Would we have paid for one had we known? But at no point was it mentioned. In the private sector you wouldn't think twice about adding bolt ons, or upselling. Think of the amount of chocolate bars and sweets placed conveniently at a supermarket checkout.

Samsung doesn’t just sell one phone; it has a tiered range from budget to flagship. Why shouldn't healthcare do the same?

There’s a misconception that public services can’t operate like businesses. But offering optional extras, whether 3D scans, extended consultations, or value-added services, isn’t unethical. It's smart. It provides choice and can create additional revenue streams that support essential services.

Charity ≠ Inefficiency

The same applies to charities. I often hear: “We’re a charity,” as if that’s an excuse for poor processes or lack of organisation. There’s a vital distinction between being not-for-profit and not-functioning. Running lean, setting goals, understanding cost-to-impact ratios. These are not just for-profit strategies. They’re survival strategies.

A well-run charity should understand its 'customer journey' just like a retail business would.

Where do donors drop off? What messaging drives engagement? Where is time being wasted by volunteers duplicating tasks? Business thinking here doesn’t just improve efficiency; it protects and extends the organisation’s mission.

The Household as a Business

Time is the one resource we all share equally, yet we treat it as though it’s infinite and free. The reality is, your time has value, whether you're running a business or simply trying to regain your evenings. The way you choose to spend, or protect, your time is a business decision in itself.

So how do you work out what your time is worth? A good starting point is to assign an hourly value based on what you could earn for focused work. If you’re a consultant charging £50 an hour, then technically, an hour spent cleaning your house costs you £50 in missed opportunity. That doesn’t mean you outsource everything, but it does mean you should make intentional decisions.

It isn't always as clear cut as this though, people shouyldn't work every waking day, so it is more realisitic to try and assign a value based loosely off your experiences. How much would you pay for free time, how much would you pay for a day out, how much would you pay for a holiday, take an average, and that is likely the value you assign to your free time. For example, you might think £1,100 for a week holiday is reasonable (112 hours (awake) or £9.82ph), or £70 on a night out (4 hours or £17.50ph).

To help with that, we've created a Time Value Model at Simplify Solutions that categorises common tasks into three tiers:

• High-value tasks like skill development, exercise, and side projects. These are the things that drive you forward, your time is best spent here.

• Medium-value tasks such as hobbies, socialising, or cooking. These might be fulfilling or enjoyable, but some can be outsourced when your time is stretched.

• Low-value tasks like admin, cleaning, or gardening. These are prime candidates for outsourcing if your budget allows.

Time Value Model showing where value is better achieved

This model isn’t about shaming anyone for doing their own laundry, it’s about recognising opportunity cost. Take cooking, for example. It may be enjoyable or necessary, but when you’re under pressure, outsourcing via meal kits or takeaways can create more space for Tier 1 work. The same applies to admin: hiring a VA for a few hours a week could unlock significant headspace, or even a cleaner.

When used wisely, this model helps reframe how you spend your hours; not as endless tasks to complete, but as assets to manage. Whether you're self-employed, launching a side hustle, or managing a team, it pays (literally) to think like a business.

Final Thoughts

Business thinking isn’t reserved for boardrooms and billion-pound brands, it belongs in clinics, classrooms, charities, and even your kitchen. Whether it’s reducing hidden inefficiencies in a waiting room, sharpening the messaging on a charity’s campaign, or choosing how best to spend your weekend, the principles of good business; clarity, value, efficiency, and intentionality can apply.

The Toyota Production System shows us that clear systems reduce waste. Charity: water demonstrates how transparency and business discipline can build trust and scale. And our own Time Value Model highlights how even the smallest daily choices such as what to cook, clean, or delegate, shape your long-term productivity and wellbeing.

It doesn’t matter whether your organisation is for-profit, not-for-profit, or just-for-now. The question remains the same: are your resources, especially your time, being used in a way that moves you forward?

Simplify Solutions exists to help answer that question. Whether you're looking to optimise workflows, build digital tools, or simply reclaim an hour of your day, the goal remains the same: do less, better.