There’s something irresistible about new clients. They come knocking with the promise of revenue, and before you know it, you’re signing up for projects left, right, and centre. But here’s the catch – not all projects are created equal. I’ve seen companies with wildly different client projects on the go, jumping from one thing to another without a clear strategy. It’s all done in the name of making money, but the reality? It’s often more chaotic than profitable.

And I have to hold my hand up to this personally - there have been times in the past when I’ve taken on clients primarily because of the payday, without thinking strategically about whether we are the best fit for each other.

So, why do we do this? What gets overlooked in the rush to say “yes” to every opportunity? And how can it be fixed before the company becomes a tangled mess of unrelated projects?

Why companies chase everything: the lure of revenue

When you’re running a business, especially in challenging times, turning down money feels counterintuitive. You’re thinking about covering costs, hitting targets, and keeping the lights on. So when a new client comes along – even if their project doesn’t exactly fit your company’s strengths – the temptation is to say “yes” and figure out the details later.

This isn’t entirely irrational. Businesses need revenue to survive, and when cash flow is tight, it’s easy to justify taking on anything that promises to bring in money. The problem is that this approach quickly leads to a scattered, unfocused business, and the long-term effects can be damaging.

There’s also the psychological aspect. Saying “yes” to new projects feels proactive. It feels like growth. You see the revenue projections, and it’s hard not to get swept up in the optimism of it all. But optimism doesn’t always lead to good business decisions – and the lack of a clear strategy soon starts to take its toll.

What gets overlooked: the hidden costs of chasing everything

Taking on every project that comes your way might boost your top line, but there are hidden costs that companies often fail to recognise. Here’s what typically gets overlooked:

1. Lack of focus: When your team is working on a variety of different projects, it’s hard to maintain a clear focus. Resources get stretched, attention gets divided, and the quality of work starts to slip. Your core competencies – the things you’re best at – get neglected because you’re too busy trying to juggle projects that fall outside your sweet spot.
2. Brand dilution: When you’re taking on wildly different types of work, it becomes harder to communicate a clear brand identity. What do you stand for as a company? What are you known for? When you’re jumping between different types of projects, you risk diluting your brand, and over time, this can lead to confusion in the market.
3. Employee burnout: A scattergun approach to client work often means that your team is constantly shifting gears, learning new skills, and working outside their comfort zones. While this can be exciting in the short term, it quickly leads to burnout. Your team never has the chance to settle into a rhythm or become truly proficient at anything, because they’re always moving on to the next unrelated project.
4. Operational inefficiencies: Different projects often require different processes, systems, and ways of working. When you’re managing a variety of projects with no clear alignment, it creates operational inefficiencies. You end up reinventing the wheel for every new client, instead of streamlining your operations around a core offering.
5. Inconsistent client experience: When your company is constantly shifting between different types of work, the client experience can suffer. One client might get your full attention, while another feels neglected because your team is struggling to manage conflicting priorities. In the end, this damages relationships and can lead to churn.

The effects: short-term gain, long-term pain

So what happens when a company operates this way for too long? The immediate effect is usually a false sense of growth. The revenue is coming in, and from the outside, everything looks fine. But underneath the surface, cracks are starting to appear.

One of the most common long-term effects is strategic drift. Over time, the company loses sight of its original goals and values. The pursuit of revenue leads it down paths that were never part of the plan, and before long, it’s operating in areas where it has little expertise or competitive advantage. This makes it harder to stand out in the market and can lead to a loss of identity.

Another effect is resource drain. Constantly shifting between different types of projects consumes more resources than most companies realise. The team is stretched thin, trying to learn new skills, adapt to new processes, and keep up with the demands of a variety of clients. This leaves little time or energy for innovation, growth, or improving the company’s core offerings.

Finally, there’s the issue of client churn. When clients feel like they’re not getting your best work – because you’re juggling too many unrelated projects – they start to look elsewhere. Over time, this leads to a revolving door of clients, with no long-term loyalty or sustained growth.

How to fix it: getting strategic about client work

So, how do you break the cycle? How can a company start being more strategic about the clients and projects it takes on? Here are some steps to consider:

1. Define your core strengths

The first step is to get clear on what your company does best. What are your core competencies? What types of work are you truly excellent at, and where can you offer the most value? Once you’ve defined this, use it as a filter for all new opportunities. If a project doesn’t align with your core strengths, it’s probably not worth taking on – no matter how tempting the revenue might be.

2. Set strategic goals

Having clear strategic goals helps to guide decision-making. Instead of taking on projects opportunistically, ask yourself how each new client or project aligns with your long-term objectives. Does it help you move closer to your goals, or is it just a short-term revenue boost? By aligning your client work with your strategic goals, you can ensure that every project contributes to your company’s growth and success.

3. Learn to say no

Saying “no” is one of the hardest things for any business, but it’s also one of the most important. Not every client is a good fit, and not every project will move your company forward. Learning to say “no” – politely and professionally – is key to staying focused on the work that matters most.

4. Streamline your operations

One of the biggest challenges of taking on diverse client projects is the operational complexity it creates. To fix this, streamline your operations around your core offerings. Standardise processes, systems, and ways of working so that your team can operate efficiently, even as new projects come in. This not only improves productivity but also creates a more consistent client experience.

5. Focus on long-term relationships

Instead of constantly chasing new clients, focus on building long-term relationships with the clients who are the best fit for your company. These clients understand your value, are aligned with your core strengths, and offer the potential for sustained growth. By nurturing these relationships, you can build a more stable, predictable revenue stream – without having to chase every new opportunity that comes your way.

From revenue-chasing to strategic growth

Chasing revenue without a clear strategy might bring short-term gains, but in the long run, it’s a recipe for confusion, inefficiency, and burnout.

By being more strategic about the clients and projects you take on, you can build a more focused, efficient, and successful business – one that’s not just chasing revenue, but creating sustainable growth.