Many of the businesses on Ekaweeka probably don't consider themselves a business, they're developing graphic designs, creating art, shooting photos, or putting together a clothing line etc. etc.
Whether doing it full time or just in their spare time there is usually a goal for getting to a certain point. Thinking like a business will help you get there. One thing some don't consider as they start to make progress is what will happen when their business grows. For most businesses at some point along the way the flow of communication, requests, reorders, new projects and whatnot start to come in. Eventually many businesses hit a point where they're managing their business more then they are actually performing whatever task their business is created around.
In the start up world the ease with which a business can grow is referred to as "scalability". When I was running my dog walking company, I started to hit a ceiling as the company grew. I had 5 dog walkers and a part time assistant all to manage the 50+ clients we served in Manhattan. Many customers were easy, some called 2-3 times a day with the most outrageous complaints/requests/unnecessary issues that they wished to discuss (I hadn't taken the bizarre variety of people that own dogs into account when I started DWNYC). That combined with keeping the dog walkers happy was a huge load. The company wasn't extremely scalable. Not with the team I had put together.
My problem was, I was the central hub, I was terrified of letting go of the reins for fear that no one else could make the right decisions. What I should have done was to create a system and a margin of allowable independence for each dog walker, my assistant, and my clients. If I had given each entity the ability to make a choice about what to do in various situations so long as the consequence didn't cost more then $20 to the company, I would have had a much more interdependent and low maintenance operation. Instead I was the bottleneck, nothing happened without getting an OK from the leader. This was what ultimately did me in, the company still exists but I chose to step down as I wasn't able to handle the load as it was. Thank god for Leya!
So without getting too deep with this thought, my suggestion to all is to look at what you're doing, think about what you want to be doing - and imagine (or take note of) what is going to be the biggest time waster in the mix (for those already up and running full steam - what is wasting the most time)? It could be an unruly client/customer, it could be a supplier who doesn't keep their word with delivery times. Maybe your assistant is being extremely demanding in which case they are not the best fit as there are loads of people who need the job that would take it seriously and be grateful to you for providing them with work.
Find the point of most resistance, create a system that will give each part more slack, see if it saves you time and trouble, if it does, give it even more slack. Resistance is your enemy.