Tag Archives: Analysis
The parallels between the game of golf and being in business help us understand where we should focus and what should be important. Golf is a game where the player is largely competing against himself and seeking to improve ways to improve his performance.
In this video, Paul Bridle will look at other important parallels and why this is important to business and the way we approach our business every day. If we approached business in the way a golfer approaches golf, it may make a significant difference to our performance.
During the lifetime of any organisation, it may from time-to-time require the support of an external business advisor, consultant or coach – but what is the difference and how can they help?
There’s a certain amount of confusion in the business community about these three roles. Ask ten people, and you might get ten different answers.
Here is just one set of definitions for you to consider.
Business Advisor: Is pretty much hands-off. They are called in to assess, advice, and counsel on a topic or set of topics. They provide their recommendations - and then they walk away. There might be follow-up discussions, but generally the actual implementation of any recommendation is performed by company staff. Their only hands-on work usually involves writing up their recommendations.
A Business Consultant: Usually performs at least partially as an advisor, offering advice & recommendations - but then they go hands-on to implement their recommendations alone or in concert with company staff; whether it be a new strategy, technology, problem-fix, etc. (more…)
There are plenty of legendary bad business decisions: Blockbuster passing up the chance to buy Netflix and Kodak sitting on the digital camera just two that spring to mind.
But there are also some legendary smart moves: "I'll have the merchandising rights in exchange for a smaller pay packet," said a certain film director George Lucas.What separates good companies from great companies, and good leaders from great leaders is decision-making. And there are four key decisions that you need to nail if you want to see your business grow.
1.Decide… on the right people to work with
No company can work towards growth without good employees.
Google's recruitment processes and incentives, for instance, are geared towards attracting and retaining the best available talent. Hammocks, arcade games and free ice-cream may not be your thing, but just like Google, your staff are vital to your company's growth, and just like Google, you want the best available talent.
Christian Mutschlechner has more than 30 years experience of working in the meeting industry. He is currently Director of the Vienna Convention Bureau.
With theVienna Convention Bureau living and experiencing a lot of dramatic changes within the sector, adapting the strategy of the organisation has been vital.Trying to be part of the permanent change and influence change wherever possible.
In this Be Inspired Interview Christian explores the importance of responding to and implementing change within the meetings industry.
The Boston Matrix or Boston Box – so called because it was developed by the Boston Consulting Group (BCG) – is a tool that may help you to analyse potential routes forward and discuss strategic options.
Developed by BCG’s founder, Bruce D. Henderson and his colleagues, the Boston Box offers a simple technique for assessing your organisation’s position relative to others in terms of its product range.
To find out more about this model, click on the following link: Boston Box
All leaders, regardless of sector, are facing unprecedented levels of disruption and uncertainty about the future.
When running various organisational change sessions with leaders and managers one question would often come up – “when are things going to settle down?” It was understandable, if unrealistic.
These leaders were often exhausted, having had numerous complex and frequently competing changes dumped on them from on high. Their people were anxious and they felt unable to reassure.
They were trying to manage through the disruption of digitisation, new competition, or the need for greater collaboration, while not letting current quality levels dip and having to reduce costs. Sound familiar? All leaders, regardless of sector, are facing unprecedented levels of disruption and uncertainty about the future.
It used to be so much simpler. Remember the days when you had a 'change management' plan and you could plot it out on an Excel spreadsheet? It had a beginning, a middle and, most importantly, an end, and change was seen as a sequential linear activity. Not anymore. These days change is unending, unpredictable and as linear as a bowl of spaghetti.
So how can leaders gear up to cope with the levels and pace of disruption that is now required of them? We used to believe that if leaders worked more, knew more, planned more, controlled more than they could manage better. The truth is that just trying to do more no longer works. Leaders have a finite
The Adecco Group UK&I has joined forces with the CIPD (Chartered Institute of Personnel and Development) to produce the CIPD/The Adecco Group Labour Market Outlook (LMO). The LMO is a quarterly report providing analysis and commentary on key employment trends.
The LMO is one of the most authoritative employment indicators in the UK. The report is based on a survey of more than 1,000 HR professionals and senior decision makers. Further information about the survey methodology can be found in the report.
The headline finding in this report is the UK’s buoyant labour market. The net employment balance (the difference between hiring and redundancy intentions) is up for all sectors: private, public and voluntary. The report cautions readers of the report to keep these findings in context with the wider political environment. Brexit still presents a number of unknowns for the UK labour market. We also feel that training provisions, to safeguard future talent, should be addressed by the Government via both apprenticeship and non-apprenticeship courses.
The other key finding from the report is that employers’ expectations for raising pay have not really changed since the last LMO (spring 2017), and is at 1%. A piece of the (more…)