The Business Continuity Institute (BCI) recently surveyed over 650 organisations worldwide and found that, whilst 75% had implemented major strategic change programmes, 84% of these projects had been implemented without considering business continuity. Rather worryingly, these major change programmes included mergers, acquisitions, reorganisations, outsourcing of key processes and the introduction of new products – many of which were undertaken without any kind of thinking being applied to the ongoing resilience of the business. Mark Woods, MD of Statius, commented “In business there are some risks you have to take but many of these risks are those can easily be accounted... Read More
If you can cast your mind back far enough, the list is as long as it is depressing – the list, that is, of organisations that have failed despite their efforts to maintain vigilance against the risks associated with running a business. The list includes the recent spectacular failures of the banks, AIG, Enron, Tyco, Polly Peck, and BCCI; there are many others besides. Various reports addressing the issues of internal control have been written by stock market grandees, probably most notably the Turnbull report which pulled the findings of a number of earlier reports together. The board is ultimately... Read More
One of our Associates, Stuart Swalwell, recently spent some time in Los Angeles with Bill Bellows, Associate Fellow at Pratt and Whitney Rocketdyne and Leader of Enterprise Thinking, and is now drafting a paper outlining the differences between the Statius product, Optimisation 3D™, and Six Sigma. In a sentence, Six Sigma is a set of tools and techniques that concentrate on meeting specifications whilst Optimisation 3D™ focuses on the continuous improvement of the organisation as a whole so that customers remain delighted by the products or services they receive. It is hoped the final paper will be published towards the... Read More
We all want our staff and workforce to go home safety to their loved ones at night and it does appear there is evidence that we are getting better at it. In a recent article for Safety Management, Mark Tyler, a partner in the legal practice Shook, Hardy and Bacon, wrote “we often hear the complaint that health and safety fines are too low, but little is heard about HSE prosecutions dropping by half over the last decade, to around 1,000 a year”. Obviously, there are many reasons for the number of prosecutions falling and Mark Tyler does go on... Read More
The Institute of Customer Service (ICS) has undertaken its first comprehensive research exercise examining the return on investment from customer service. When asked which activities were most likely to lead to the highest returns, eighty per cent of respondents said “gaining an understanding of the customer’s point of view”. Seventy-four per cent also said that gathering and acting on customer feedback would also prove effective. Statius’ managing director, Mark Woods, commented “This research fully endorses our change management approach as, in all instances, our first action is to establish an organisation’s “purpose”, that is, the benefits and capabilities that the... Read More
Since the invention of management over a century ago, management has become detached from both the day to day operation of the organisation and from delivering value to the customers who pay for the products and services provided. Conventional wisdom is that managers set targets and then create systems to monitor, measure and control the execution of these targets. These systems include budgets, performance management, incentives and appraisals which are used to exercise control and ensure that targets are met. Simple, obvious and wrong!
We need a change in management thinking.
The aim of this blog is to therefore challenge the way in which we currently think about management, hopefully slaying some of the myths that surround it.
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