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| Green shoots...or... |
February 2010 |
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Greetings!
Well - with too many coincidences to ignore, I've turned to climate change...
Whether you're looking out of the window, or into the data, the chill winds that seemed to be disappearing are back with a vengance. Many parts of the country and economy are suffering from bad conditions, even when green shoots are finding their way through.
And yet. Those green shoots can inspire us: just as some parts of the country are left untouched, so the economy still has winners. The big difference is good leadership, sound reasoning, rational decision-making and effective measures.
Staying with the analogy, we review coping with the continuing economic challenge; protecting business from the frosty glare of regulation; pruning management involvement to encourage fresh growth amongst staff; and the thorny question of stakeholder communications, when dealing with business disruption.
Hopefully, this newsletter and my 'blog and various 'twitterings' will keep you amused, informed, and up to date. Perhaps it'll give you some ideas... |
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| Planning for your future?
So we've finally seen the first data to show the UK is out of recession - which must be good news after a decline which saw economic activity fall away by almost 6%. Activity seems to be growing in many sectors of the economy, and there are anecdotal reports that business owners are tired of putting initiatives on the back-burner, and taking action.
Which is good news. Mostly. Because a report by R3, the Association of Business Recovery Professionals, warns that despite the apparent improvement, the worst may still be to come - and most businesses seem unaware of the looming problems. I've commented here about those, and here about how credit in particular could be a problem as business cashflow becomes strained when coping with increased orders.
Strategically and operationally, planning your business is critical to long-term success, and as this recession is different, 'normal' thinking becomes less effective. So challenge your thinking...see this from Chris Zooks of Bain & Company |
| Compliance! A real pain - or is it...?
 Have been reviewing the cost/benefit equation of compliance.
Many people see only the downside of compliance, including the author at various stages. Perhaps it's because various initiatives have produced doorstop manuals which are effectively ignored; perhaps it's the perceived bureaucracy; or perhaps it's the cost - and with daily rates rather than fixed prices, the temptation can be overwhelming. ISO is categorised as 'proof that we can still produce rubbish, this time with a paper trail'!
Interestingly, those with certification are more confident about surviving the downturn, according a report from certification specialists NQA. The report in July 2009 shows that 72% of those with ISO9001 were better able to plan for the short-term, against 31% without; 79% more likely to respond to a changing marketplace against 53% otherwise; and certificated businesses were highly rated as places to work (86% -v- 74%). In keeping with the tenor of this newsletter - better certification means better able to survive.
More than that, it is shown to be a powerful tool for effective change in thinking and management, as it provides a basis from which to engage staff and customers in a continual search for improved product and service standards. Properly instituted, it forces the systemic measurement of success or failure, and highlights areas for review and improvement.
See my webpage on Quality Management, and maybe this 'blog, as it explores the advantages of using compliance to improve effectiveness.
Now there's a thought... |
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Let go, to get on.
 Interesting take on leadership, with the Harvard Business Review taking a keen interest in staff development - and its downside: micromanagement.
Taking just three bullet points to highlight the big ticket changes that need to be made to see amazing improvements to your business, HBR summarise the overview, and is in danger of missing some vital elements of delegation, decision-making, and measuring success.
Still - not often Oakview Consulting can debate an issue of the moment with the management gurus of Boston...as we do in this 'blog. Enjoy, and consider whether it applies to you. Or your senior people who could equally well be stifling talent, initiative or motivation. |
| Communicate, communicate...
 ...and then tell them what's happening.
A very interesting thread on Linked In about how to manage communications in a crisis - comparing Eurostar, and their (in)ability to cope with disruption, and John Lewis, and a manager who coped exceedingly well.
When Eurostar hit real trouble in the run-up to Christmas because of 'technical difficulties' with their trains - the subject of a recently completed report - they were severely criticised for they way in which their staff handled the affair. Rightly so: even excluding the emotional inclusion of tired children after a Eurodisney weekend, their communications were appalling; their reactions slow; and their responses inadequate.
Contrast John Lewis - when customers were snowed in at their High Wycombe branch, the General Manager took action. Customers were looked after, relatives contacted, food organised, and customer standarsd upheld.
How would your staff cope? Would your culture be more like John Lewis or Eurostar? When did you last consider communication to be an important part of your Business Continuity planning - to customers, suppliers and the media?
Time to revisit, perhaps...
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