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A Better World Is a More Efficient World: Aligning Efficiency with the Triple Bottom Line How Business Efficiency Can Drive Sustainable Growth, Create Social Responsibility, and Minimise Environmental Impact by Aligning Operations with the Triple Bottom Line Approach to Profit, People, and Planet. Published on: 5 Sept 2024 In an increasingly resource-constrained world, efficiency is not merely a business buzzword but a pathway to a more sustainable future. A better world is, indeed, a more efficient one. Efficiency does not solely benefit the financial bottom line; it improves the lives of people and reduces environmental strain. This broader perspective aligns seamlessly with the triple bottom line (TBL) framework , which encompasses people (social responsibility), planet (environmental sustainability), and profit (economic viability). In a truly efficient world, all three pillars thrive. Economic Efficiency: Profit through Optimisation The most traditional aspect of efficiency is economic, where businesses streamline operations to reduce costs and increase profits. This is essential in staying competitive, particularly in sectors with thin margins. Automating routine tasks, for example, can significantly boost productivity, freeing employees from repetitive labour to focus on creative and high-value tasks. As noted in Rostone Opex ’s small business improvement guide , task management software such as Trello and Asana reduces communication inefficiencies, making teams more productive. But economic efficiency doesn’t stop at automation or optimising workflows. It is also about long-term sustainability. Efficiency allows businesses to weather financial storms better, ensuring their survival and growth. It’s important to remember that the cost savings from being efficient don’t just increase profits; they can be reinvested into the business to create a cycle of continuous improvement. Social Efficiency: Enhancing Lives through Smart Operations While profit is essential, businesses are increasingly held accountable for their social impact, the “people” aspect of the triple bottom line. Efficiency in this context means improving the lives of employees, customers, and communities. A well-run business creates better work environments, provides valuable products or services, and supports the broader social fabric. For example, clear communication channels within organisations foster trust and collaboration. As we note, promoting honest employee feedback can uncover hidden bottlenecks and lead to more innovative solutions. When efficiency improves workflow, it not only enhances productivity but also employee wellbeing. Moreover, happy employees are productive employees, which further strengthens the company’s social contribution. Efficient businesses are well-positioned to support local communities. They can offer better wages, provide valuable services, and ensure job security. These companies are vital to the local economy and contribute to social stability. Environmental Efficiency: A Win for the Planet Perhaps the most urgent aspect of the triple bottom line today is the planet. Environmental sustainability is increasingly demanded by consumers, particularly younger generations. The challenge for businesses is how to reduce their environmental impact while remaining economically viable. Fortunately, efficiency offers a solution. Many companies are already integrating sustainability into their operations, whether by adopting renewable energy sources, reducing waste, or optimising resource use. These actions benefit the planet and also provide financial rewards by lowering operating costs. For instance, energy-efficient manufacturing processes reduce resource consumption, contributing to both environmental goals and the business’s bottom line. By investing in greener technologies, businesses can stay ahead of regulations and consumer expectations, creating long-term resilience. The growing demand for ethical consumption, particularly from Gen Z and Millennials, reinforces the need for businesses to be environmentally conscious. Research shows that younger consumers are increasingly aware of the ethical and environmental implications of their purchases. Businesses that align with these values, and act efficiently to reduce their environmental footprint, are far more likely to succeed in the coming decades. Efficiency: The Key to Balancing Profit, People, and Planet Efficiency, when implemented thoughtfully, acts as the glue that holds the triple bottom line together. It’s not just about cutting costs or automating tasks; it’s about optimising every aspect of the business to create value for shareholders, employees, and the planet. A more efficient world is a world where resources—whether human, environmental, or financial—are used responsibly and sustainably. In the context of TBL, efficiency allows companies to meet their financial goals while uplifting people and protecting the planet. In the long run, businesses that operate efficiently are more resilient, more innovative, and better prepared to face the challenges of a resource-scarce future. This holistic approach to efficiency is the only path forward for businesses that want to be both profitable and responsible in today’s world. By integrating efficiency into every level of operations, businesses contribute to creating a world that benefits everyone—a world where economic, social, and environmental sustainability can coexist in harmony. 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The Ultimate Guide to Workflow Audits for Business Leaders Maximise performance, eliminate inefficiencies, and unlock hidden growth opportunities with effective workflow audits. Published on: 17 Oct 2024 Imagine navigating a labyrinth where each twist and turn represents a critical business process. Now, picture having a map that not only guides you through but also reveals hidden shortcuts and obstacles you might have missed. This is what a workflow audit offers—a powerful tool that serves as the cornerstone of high-performance workflows . Yet, despite their immense potential, workflow audits remain underutilised, even by the most seasoned leaders. Whether you’re aiming to cut costs, scale operations, or fine-tune performance, embarking on a workflow audit can illuminate hidden opportunities that drive sustainable growth. Unlocking Efficiency: A Guide to Workflow Audits We’ll explore the intricacies of workflow audits, focusing on their significance, common pitfalls, best practices, and how they can enhance your Standard Operating Procedures (SOPs) . Get ready to transform your operations and unlock the full potential of your business! Understanding Workflow Audits Workflow audits systematically evaluate business processes to identify inefficiencies, redundancies, and areas for improvement. This involves examining every step in a process to understand its contribution to the overall workflow. High-performance workflows not only streamline operations but also enhance productivity and employee satisfaction. By conducting a thorough workflow audit, organisations can gain insights into how workflows impact operational efficiency and alignment with strategic objectives. This alignment is crucial, as it ensures that each process contributes meaningfully to the business's broader goals. Business Improvement Process The first step in any business improvement process is to gain a comprehensive understanding of where your organisation stands. This is where workflow auditing comes into play. Workflow auditing involves a thorough evaluation of existing processes, focusing on how tasks are performed, identifying inefficiencies, and pinpointing any bottlenecks that hinder performance. This critical phase serves as the foundation for all future improvements, as it provides the data-driven insights needed to make informed, strategic decisions. Understanding the Need for Workflow Auditing At its core, workflow auditing aims to evaluate how work flows through an organisation. It looks at both formal and informal processes—those outlined in your standard operating procedures and those that have emerged organically over time. The goal is to ensure that workflows are optimally designed and are consistently delivering value in a manner that supports the broader business objectives. Without a clear understanding of your starting point, any improvements implemented are likely to be reactive rather than proactive. Instead of addressing the root causes of inefficiencies, reactive improvements often focus on surface-level symptoms, which fail to deliver long-term results. By conducting a comprehensive audit, you’re not just addressing the immediate problems but positioning your business for sustained success. The Process of Auditing Workflows Workflow auditing involves several key steps, each designed to uncover critical insights about how tasks and activities are executed within an organisation: Mapping Processes : The first step in a workflow audit is to map out each process in detail. This means visually representing how work flows from one task to another, from one team to the next. Tools like flowcharts or process maps can help identify the start and endpoints of workflows, as well as the various touchpoints where issues may arise. Process mapping also includes understanding the roles and responsibilities of the teams involved in each stage, ensuring that the flow of work is clearly understood across the organisation. Data Collection and Analysis : Data is essential to understanding how processes perform. Auditing workflows requires gathering both quantitative data (such as time taken to complete tasks, error rates, and resource usage) and qualitative data (such as employee feedback and customer satisfaction). Collecting data provides a clear picture of inefficiencies, bottlenecks, and areas where improvement is needed. Tools like time-tracking software, process performance metrics, and employee surveys can provide the necessary insights into the current state of workflows. Identifying Inefficiencies and Bottlenecks : A key part of workflow auditing is identifying inefficiencies —tasks that take longer than necessary, involve unnecessary steps, or waste valuable resources. These inefficiencies can manifest in a variety of ways, such as slow response times, duplicated efforts, or unnecessary complexity in the process. Bottlenecks, which occur when a particular part of the workflow slows down the entire process, are also a common issue. These can arise due to insufficient resources, poor coordination, or a lack of standardisation. Identifying these pain points is critical to determining where changes are needed. Root Cause Analysis : Often, surface-level inefficiencies mask deeper, systemic problems. Root cause analysis is a method used to drill down into the underlying reasons for inefficiencies and bottlenecks. For example, a business might identify a bottleneck in the inventory restocking process, but the root cause might be poor inventory tracking systems or outdated software. By identifying the root causes, organisations can focus on making strategic, sustainable changes rather than applying quick fixes that don’t address the true issues. Why Workflow Auditing Matters Conducting a thorough workflow audit is crucial for several reasons. Primarily, it helps identify opportunities for process improvement , allowing businesses to streamline operations and eliminate waste. By uncovering inefficiencies, organisations can make better decisions about where to allocate resources and how to improve service delivery, whether that’s by reducing cycle times, improving customer experiences, or minimising overhead costs. Moreover, workflow auditing helps create a data-driven foundation for decision-making. With clear insights into how processes are functioning, businesses can avoid making assumptions or acting based on incomplete information. Instead, improvements are grounded in evidence, ensuring that changes will have a meaningful and measurable impact. Practical Example: Retail Inventory Management Consider the example of a retailer who conducts a workflow audit to assess their inventory management system. During the audit, they may discover that manual inventory tracking is causing significant delays in restocking. The root cause might be the lack of an integrated system that connects inventory levels with ordering, which leads to missed restocking opportunities and extended wait times for customers. By identifying this issue through the audit, the retailer can take targeted actions to implement automated inventory tracking, thus improving stock availability and reducing downtime. This is a perfect example of how workflow auditing helps businesses avoid wasting time on ineffective solutions and instead focus on addressing specific pain points that affect both operational efficiency and customer satisfaction. Key Questions to Address During a workflow audit, it’s essential to address several critical questions to ensure a thorough evaluation. These include: What are the key performance metrics that define success for this workflow? Where are the bottlenecks or delays occurring, and what causes them? How does the current workflow align with the organisation's strategic goals? What resources, including time and personnel, are necessary to execute the workflow effectively? What are the best practices in the industry that we can adopt to enhance performance? By answering these questions, you can uncover valuable insights that guide decision-making and improve operational efficiency. Common Pitfalls in Workflow Audits Even the most diligent audits can fall prey to common pitfalls. Here are some areas to watch out for: Lack of Stakeholder Engagement: Failing to involve key stakeholders can lead to incomplete information and missed opportunities for improvement. Engaging team members at every level ensures that you capture insights from those who are directly involved in the processes. Change Resistance: Employees may resist changes proposed after an audit, undermining the effectiveness of new processes. It’s vital to communicate the benefits of the changes clearly and involve employees in the implementation process. Neglecting Documentation: Without proper documentation of workflows and SOPs, it becomes challenging to implement and sustain improvements. Ensuring that all processes are well-documented allows for greater clarity and consistency across the organisation. To mitigate these pitfalls, ensure that communication is clear, involve employees in the audit process, and establish comprehensive documentation practices that include updated SOPs. Best Practices for Conducting a Workflow Audit To maximise the effectiveness of your workflow audit, consider these best practices: Define Clear Objectives: Identify the specific goals you want to achieve with the audit, such as improving efficiency, reducing costs, or enhancing customer satisfaction. Clear objectives will guide your audit and ensure you remain focused. Involve Key Stakeholders: Engage team members from various departments to gain diverse perspectives and insights. Including cross-functional teams helps to highlight potential issues and uncover innovative solutions. Use Visual Tools: Employ flowcharts or process maps to visualise workflows , making it easier to spot inefficiencies. Visual representation aids in understanding complex processes and facilitates discussions around improvements. Establish Actionable Recommendations: Ensure that the findings from the audit lead to clear, actionable steps that can be implemented immediately. Recommendations should be specific, measurable, and time-bound to facilitate accountability. Review and Revise SOPs: Update your SOPs to reflect any changes made as a result of the audit, ensuring that everyone is aligned with the new processes. Regularly revisiting and revising SOPs keeps your organisation agile and responsive to change. Tools and Technologies for Effective Audits Leverage advanced tools and technologies to enhance your workflow audit process: Workflow Management Software: Tools like Asana, Trello, or Monday.com can help you visualise workflows and track progress, making it easier to manage tasks and deadlines. Data Analytics Platforms: Use analytics tools to collect and analyse performance metrics, enabling data-driven decision-making. Insights derived from data can guide process improvements and strategic planning. Collaboration Tools: Platforms like Slack or Microsoft Teams facilitate communication among team members, fostering collaboration during the audit. Effective communication tools ensure that everyone remains informed and engaged throughout the process. The Human Element A successful workflow audit hinges not just on processes but also on people. Engaging stakeholders throughout the audit process is crucial. Encourage open communication and solicit feedback to ensure everyone feels valued and heard. Consider conducting interviews or workshops to gather qualitative insights from team members. When employees understand the purpose and benefits of the audit, they are more likely to embrace the changes that follow, contributing to a culture of continuous improvement. Conclusion Workflow audits are not merely checklists; they are strategic tools that can significantly impact business growth and operational efficiency. By embracing the principles of high-performance workflows and integrating robust SOPs, organisations can unlock hidden potential and drive sustainable success. Remember, the journey towards operational excellence begins with understanding your workflows—so take the leap and discover what lies ahead! Previous Next Start Your Business Improvement Journey Our business improvement programme and smart operations provide clarity and a clear pathway forward for you and your team. 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ESG for Finance Directors: What You Need to Know Finance directors can strategically plan and measure ESG targets to create value for the business and do better for people and the planet. Learn more. Published on: 16 Nov 2023 Consumers, investors and employees increasingly want companies to be more socially and environmentally responsible. Why is this an issue for finance directors and CFOs? Because ESG is undeniably a financial matter. Done right, environmental, social and governance performance can reduce costs and create value. Done wrong, it can cost sales, investments and soon even raise costs like insurance rates. This means ESG should be at the forefront of every finance director’s mind, which is precisely what we’re looking at in this article. What is ESG and why is it important? ESG stands for environmental, social and governance. This criteria is used by a range of external stakeholders to assess the good a company does, whether that be for its staff, the wider community or the planet. We’ll look at each section a little more in depth. Environmental criteria could include things like a company’s energy use, water use, waste, pollution or even treatment of animals in some instances. Social criteria looks at the company’s business relationships. This could be to examine the suppliers it uses to ensure they meet the ethical standards they proclaim to value. It could also be whether the company donates to local community non-profits or allows employees volunteer days. Social criteria also applies to how the business treats its employees, so this would include working conditions, diversity, equal pay and so forth. Governance criteria looks at how ethically a company is run. This includes the relationships between a company’s board, shareholders and stakeholders. For example, if a company had a conflict of interest apparent for a board member, this would be an ethical issue and poor governance. Broadly, governance refers to how a company decides to run things and how it may affect others. Many companies, particularly larger companies, are doing their best to improve these criteria and their standards in order to attract more customers and more investors. The facts speak for themselves here: 92% of consumers are more likely to trust a company that supports social or environmental issues. 88% of consumers are more likely to be loyal to a company that supports social or environmental issues. 58% of employees consider a company’s social and environmental commitments when deciding where to work. 68% of investors have integrated ESG into their decision making. This shift in focus towards companies with strong ESG criteria is representative of a wider shift in the purpose of business. While the purpose of business was once thought of to be to make a profit for shareholders, the owners, with little regard to anything else. Over more recent years, the purpose of a successful business is more than that. They cannot only serve the top dogs, but must also serve their employees, communities, suppliers and the planet. What are ESG principles? You may think ESG (Environmental, Social and Governance) principles are only for investors and big business, but they’re not. Small companies have investors even if it’s just the owner and staff that need to feel they have a sense of purpose too. The world has witnessed three previous major industrial revolutions which have harnessed emerging technology to change the way we live and work. The First Industrial Revolution used steam and water to mechanise industry. The second witnessed the invention of electricity and mass production. And, the third was the age of computers and information. And that includes business. Business is often seen as corrupt or evil, its only interest being itself, its profits, its shareholders, not so much its customers and employees. But that is changing fast too. We’re all too connected now for anything to exist for itself. Environmental Principles Looking after the planet upon which your business operates. For most of us, no all of us, that is still earth. The days of our world being seen as an unlimited resource for us to plunder are over. Where does your energy come from, or the resources you use to serve your customers? Is the planet being sdepleted every day you are in business? Economy-Wide Material Flow Accounting and Analysis (EW-MFA). Increasing Global GDP (Gross Domestic Product) increases global material use, production, transportation and disposal that becomes unsustainable without impacting on the natural world, climate systems and biodiversity. So it’s necessary to harmonise national economic and environmental goals . The measurement and analysis of raw material use on the national level is called Economy-Wide Material Flow Accounting and Analysis ( EW-MFA ). Domestic UK Resource Extraction 2019 Source: materialflows.net Whilst reducing or replacing the energy we use to limit global warming is important, this is only an indirect contributor to global warming. If we use and make less and reuse more of what we have, less energy is needed and fewer resources are extracted from the ground in the first place. This would include fossil fuels but also the resources to make the products or deliver the services. A circular economy where products are made to be recycled can help to reduce resource consumption. What is the Circular Economy (CE)? In the circular economy products are designed to use the minimum amount of toxic and natural resources during production, transportation, usage and disposal. In doing so maximum utility is given to re-use, recycling, repair and refurbishment so that the most efficient use of the original material is achieved and minimal environmental damage is created. Ideally the original material would be used an infinite number of times, but the energy required and the associated environmental impact needs to be considered. With a clean energy source this becomes more practical. This replaces the linear economy using the Take-Make-Dispose approach, as opposed to the Make-Use-Return of the circular economy. Phillips, as an example, creates “productive loops ” to maintain the value of their products, parts and materials while minimising waste and the extraction of natural resources. New circular business models would include products being used as a service, not owned, then returned to the manufacture for re-use, recycling or refurbishment, or appropriate disposal, the costs of this being part of original purchase price. Social Principles The social principles are all to do with you how you treat your staff, your customers, partners and suppliers, anybody who comes into contact with your business. Think of all the things you think you should be doing or would like to do, and you’ve about got it – paying people on time, recognition, training, coaching, personal development, equal opportunities, being fair and equitable with everyone, this can all help with employee engagement. Governance Principles The governance principles are all about the management structure, in the main those of the directors, owners and shareholders. It is also about the business’ transparency and ethics. It points towards creating a positive culture with the correct values and fair compensation. So all this makes perfect sense, there’s not much you can disagree with there. These things aren’t generally considered as they don’t help to improve the bottom line when a business is run like a machine when it is very transactional. These things will start impacting your bottom line when they become essential to your customers, employees and suppliers. How do companies benefit from ESG principles? When Marks and Spencer implemented “Plan A” for their customers to have a positive impact on wellbeing, communities and the planet they saved $200M annually. Coca-Cola created a competitive advantage when it reduced the amount of water used with its sustainability approach. All companies of any size can benefit from thinking about how they can operate more efficiently. Working more efficiently increases productivity and profitability, which becomes a competitive advantage. Your company’s purpose, values and beliefs should be reflected in all that you do. Just considering ESG principles in your decision making is enough to get started. If your staff follow suit, then you’re on your way, nothing will develop a positive working culture better than a shared sense of purpose. How investors are integrating ESG principles Investors will consider these aspects of your business too. They’ll want to see you can make a profit while addressing these ideas, especially when your investors are thinking long term. There is not a single way of integrating ESG into your business. Zurich looks at ESG Integration with training, providing information, reviewing processes and the active involvement of the owners. Is Corporate Social Responsibility (CSR) the same as Environmental, Social and Governance (ESG)? People are sometimes confused as to the difference between CSR and ESG as the two encompass the same topics. But the fundamental difference between CSR and ESG is the perspective from which it was taken. CSR is more about the activities that businesses must do to build relations with stakeholders, while ESG is taken from an investor’s point of view by taking into consideration non-financial factors as well as financial factors in investment decisions. Source: SK hynix Newsroom Sometimes, though, in some businesses’ implementation of CSR, the term greenwashing has come into existence. Greenwashing means that companies mislead people into thinking that they are environmentally conscious but in reality they are not making any efforts to be sustainable. The triple bottom line Today companies should aim to adopt triple bottom line business growth, so not just growth in profitability but also in the value created for people, society and the planet. Both people and the planet are essential inputs for business success, so long term business growth requires that these valuable business resources be both cared for and developed to create stronger long term, sustainable business growth. So the triple bottom line measures business profitability, people performance and the sustainability of the planet. ESG is important for external stakeholders Once upon a time, investors only cared about revenue, profits, costs and so forth. But it is no longer the case. For some investors, it is simply a matter of ethics. But for many more, it is because companies with a robust ESG framework are a better investment than companies who fail to address pressing issues like diversity and emissions. Insurance companies are facing an increase in climate-related claims. As such, rates and premiums are increasingly linked to environmental performance and carbon targets . In a similar vein, it’s also believed that soon financing rates may be directly linked to ESG performance as part of the appraisal process. For example, Asian bank DBS , converted Swire Pacific’s existing five-year revolving credit facility into a sustainability linked loan. Swire Pacific can then reduce the interest rate payable by meeting ESG goals in areas like energy consumption and diversity. As it is the responsibility of the CFO or FD to deal with these external stakeholders, this means ESG is no longer a concern for PR and marketing. This is great news for businesses. Without the financial guidance of the FD, ESG implementations and frameworks may lack results. If they are thought of merely as a PR exercise to keep the general public at bay, chances are they will bring less value to the business. Whereas if ESG frameworks are tracked and measured, with results quantified and analysed, they can not only please external stakeholders and consumers, but create value for businesses. How can ESG create value? We’ve mentioned investors already, but this is just the beginning of how a strong ESG framework can create value. ESG goes some way in driving consumer preference. Research shows one in three customers buy from brands they perceive to be doing good for the environment, with further research suggesting that many consumers would also be willing to pay more for environmentally friendly products. A solid ESG proposition can also help companies expand into new markets. Governing authorities are more likely to approve and aid sustainable and socially responsible businesses, while businesses can use it as means to attract new consumers within the new market. A great example of this comes in the form of Neste. Originally an oil company, the business has moved onto sustainable practices and generates two thirds of profits from renewable fuels. As we mentioned above, when implemented with purpose and thought, ESG can also reduce costs by combating operating expenses. Research also shows a significant correlation between resource efficiency and financial performance, with companies who had taken their sustainability strategies the furthest performing the best in this study. Increase employee engagement with ESG goals For employees, an ESG framework can attract great talent, as well as enhance employee engagement and business productivity through creating a larger sense of purpose. A study of top employers, measured by employee satisfaction and attractiveness to talent, have significantly higher ESG scores than other employers. This pattern is evident across environmental performance and more specific social and governance issues. As Millennials and Gen Z slowly become the majority of the global workforce, ESG will become a more pressing issue for employers. By 2029, these generations will make up 72% of the global workforce. Both these generations, particularly Gen Z, place a far greater importance on environmental and social concerns than predecessors do and will expect employers to act accordingly. Finally, a strong external-value proposition can ease regulatory pressure, reducing the risk of adverse government action and actually gaining government support. Many businesses are trying to keep up with new governmental policies, while businesses that stay ahead of this curve actively reduce risk. Overall, ESG can pay off in a huge number of ways. But it must be tracked, measured and analysed, which is where the strategic skills of the finance director or CFO come in. ESG metrics and reporting for FDs ESG metrics are not mandatory in financial reporting across industries yet, but with another climate summit on the agenda and a goal of net zero carbon emissions by 2050, it is only a matter of time. Many forward-thinking companies are increasingly including ESG reporting within their annual report or in the form of a separate sustainability report. As it isn’t mandatory, one of the main struggles for finance leaders currently is to define a reporting process standard. What this translates to is that a third of finance directors aren’t yet aware of their ESG reporting obligations. But the CFO or FD has the unique skills necessary to successfully strategise to drive business performance and report on ESG targets. When it comes to best practices, Michael Stanton , CFO of Diligent states: “There’s a huge opportunity for CFOs to be ESG leaders… it’s all about ensuring the company has the requisite infrastructure in place, the proper framework, top-to-bottom understanding, and the necessary systematic reporting and accountability so they can objectively measure, longitudinally, where it’s starting, where it’s heading, and what its gaps are.” Investing in the correct technologies to give the most accurate data for the strategic planning of KPIs is a huge part of this. Companies need robust financial systems to gather ESG data, just as they have for collecting operational and financial data. The NYU Stern Center for Sustainable Business has developed a Return on Sustainability Investment (ROSI) in an attempt to aid companies through this process. This five step process looks at: Identifying the current sustainability strategies Identifying related changes in operational or management practices Determining the resulting benefits Quantifying said benefits Calculating the financial value Solutions like this and others are likely to become more commonplace as ESG frameworks increase in use. The UK in particular is seeking to set itself apart from the rest of Europe as a sustainable investment reporting leader. UK ministers made a stand back in November by refusing to align with the EU’s Sustainable Finance Disclosure Regulation ( SFDR ). This is because the SFDR, while a step in the right direction, does not force disclosure of sustainability reports from companies. Businesses can choose not to comply without direct penalties. Instead, the UK announced it would become the first country in the world to fully mandate climate disclosures for both businesses and financial institutions. Experts believe this strict approach will spark a race to the top on ESG reporting regulations. The good news from this is that sustainable reporting is likely to become far more standardised across the board. Investors have long complained that reports have been “greenwashed” to paint an unrealistically positive image. But as ESG reporting becomes increasingly mainstream, investors, financial institutions and the public are likely to demand more accurate and transparent information. There are voluntary reporting frameworks currently in place. For example, the G20’s Task Force on Climate-Related Financial Disclosures. James Alexander , chief executive of the UK Sustainable Investment and Finance Association ( UKSIF ) said: “We want the UK government to enhance sustainability disclosures, with strong taxonomies that drive us in the direction of net zero and that ensure leaders in ESG reporting can differentiate easily from those who are doing less. That will make us the world leader.” Of course, another issue rears its head for businesses that function in various international markets. To save lost time and resources, these businesses need a global standard of ESG reporting to avoid confusion. The ‘Big Four’ accounting firms ( Deloitte, PwC, Ernst and Young and KPMG ) have launched their own international ESG metrics to attempt to align existing reporting standards. This was launched in partnership with the World Economic Forum ( WEF ). Since the launch of these metrics last year, more than 60 of the world’s largest corporations have committed to using them, including Dell and Mastercard. They’re based on four pillars of governance, planet, people and prosperity. What can finance directors do now? As you can see from the above, the lack of standardisation makes ESG planning and reporting a tricky thing to say the least. This said, it is always worth making ESG a priority and using a process of continuous improvement to improve your reporting standards. Finance directors can use one of the many global metrics mentioned above to begin tracking and measuring their ESG criteria. For those with the time or resources, it may even be worth reporting against multiple ESG frameworks if ESG is of a high importance to your investors. Research what metrics your competition is using to benchmark where your reporting standard needs to be as a minimum. A balanced ESG criteria sets both short-term and long-term goals, so both of these are worth considering in your strategy. Short-term goals can show the company is committed to making the changes necessary, while long-term goals show the forward-thinking necessary to realistically hit net zero by 2050. Your ESG targets should be embedded into your company story. They’re something to be proud of after all, something that sets the company apart as a thought leader. It represents a commitment to create value through more sustainable and ethical practices, as well as do better for the environment and society in the process. The future of ESG for finance directors It’s clear the financial directors role has developed beyond finance function alone. A robust ESG framework is yet another way FDs can innovate and create value for businesses. Here they can be a key player in transforming businesses into profitable places that do better for people and the planet. Previous Next Start Your Business Improvement Journey Our business improvement programme and smart operations provide clarity and a clear pathway forward for you and your team. Get Started

8 Effective Leadership Behaviours to Improve Business Performance Learn how to identify and develop effective leadership behaviours to improve your business productivity, performance and profitability in this quick guide. Published on: 9 Nov 2023 More than 77% of businesses state they have leadership gaps. This should come as no surprise considering more than 10,000 baby boomers are retiring every day and 69% of millennials believe there is a lack of leadership development opportunities in their workplace. Despite 88% of employers stating it’s crucial to develop leaders at all levels, many businesses seem to struggle in actually executing this development, resulting in lacklustre management lacking the leadership behaviours necessary to drive high performing teams. Businesses need to focus more on leadership behaviours Leadership behaviours are fundamental to success both for starting a company and growing one. As the old saying goes, employees quit their boss, not their job. The reality is low employee retention is just one of the numerous issues poor leadership behaviours cause. Gallup research shows that managers are the biggest factor affecting employee engagement, accounting for around 70% of the variance in employee engagement, both negatively and positively. When we consider employee engagement is the driving force behind business productivity and performance , this statistic is of critical importance. Poor leadership costs businesses. The same research shows companies fail to pick managers with the right talent for the job a staggering 82% of the time. Much of this comes down to the reasons employees are promoted into positions of leadership currently. The traditional approach is to look at length of service or who has the most developed technical skills in their current role. But length of service and business skills often don’t translate into the makings of a great manager. For example, a highly skilled web developer – though undoubtedly a key player within an organisation – doesn’t automatically possess the leadership behaviours necessary to drive business performance. Research suggests around one in ten people possess the leadership behaviours necessary to achieve excellence. These 10% can naturally engage both customers and employees, creating a culture of high productivity and performance within their team. The same research reveals that a further two in ten people have some of the leadership behaviours necessary and have the potential to achieve excellence with the right leadership development strategy in place. Nonetheless, we know from the research above and the statistics in the introduction, that many businesses seem to struggle to identify these potential leaders. Experience and skills are important, but more important than either of these are leadership behaviours. What are leadership behaviours? Put simply, leadership behaviours are the natural characteristics and traits that make some people more effective as leaders than others. It’s important to note, that while for many these leadership behaviours are innate, there is no reason leadership behaviours can’t be developed through various learning and development strategies . Individuals utilise these leadership behaviours to manage themselves and those around them to increase productivity and performance, for the benefit of the organisation. Why are effective leadership behaviours important? Effective leadership comes with many benefits for organisations, including: Improved productivity Improved performance and profitability Stronger teams Better collaboration Increased employee retention Increased innovation Stronger company culture Faster business growth All of these benefits are interlinked. Effective leaders lead more effective teams or departments, who collaborate better and are more engaged and therefore more productive. This leads to an overall improvement of the team’s performance and profitability. The business is able to use these profits to grow faster than planned. But the benefits of an effective team don’t end there. Employees who love the people they work with thanks to improved collaboration are far more likely to stay with a company longer, meaning companies can reduce recruitment costs and lower employee churn. Similarly, the improved working environment and increased employee engagement and productivity can lead to more innovative and creative approaches, also helping the business grow faster. One of the easiest ways to see the benefits of a great leader is by example. Think of some great business leaders such as Bill Gates, Warren Buffett and Reed Hastings. If you think about the various behaviours these leadership examples possess, you’ll start to get an idea of the effective leadership behaviours that drive excellence. 8 effective leadership behaviours for success There are no end of potential leadership behaviours that align with various leadership styles, however the most effective leadership behaviours to drive excellence are: Motivate Be assertive Hold yourself accountable Be transparent Be approachable Be objective Be attentive Lead by example We’ll look at each. 1. Good Leaders Understand Everyone has Unique Motivations One of the most important leadership behaviours is the ability to motivate those around you. Many think that motivation comes down to simple monetary rewards or the ability to be optimistic in spite of challenging situations. While these sometimes help, the reality is individuals have a variety of intrinsic motivations that make them behave the way they do. For example, while one employee may be motivated by reaching goals and targets, another is more interested in building meaningful relationships and receiving regular verbal feedback on their performance. Great leaders acknowledge this aspect of human nature and utilise their knowledge of employees to create methods to best motivate each individual employee. A helpful tool in recognising and understanding different motivations are workplace personality tests. 2. Effective leaders are assertive, but not authoritative Another effective leadership behaviour is assertiveness. Leaders need to be able to make decisions and have confidence in those decisions, especially when things are challenging. Assertive doesn’t mean ignoring the opinions of those around you and demanding everyone follow your lead. Great leaders are able to take on board a range of differing perspectives and make swift decisions with confidence. In turn, colleagues should have confidence in your decisions and your ability to make the right one. 3. Create a culture of ownership by holding yourself and others accountable Many people have had a manager who passes the buck and it’s not a pleasant experience to say the least. This is why holding yourself accountable is an effective leadership behaviour. When things go wrong within your team, you shouldn’t pass the blame along to another colleague. Leaders who hold themselves accountable earn the trust and respect of their colleagues, building stronger and more meaningful relationships in the workplace. Modeling this behaviour to employees creates a better working environment; one where it’s okay to make mistakes and take risks, even if they don’t always pan out. This can encourage employees to take ownership over their own work and increase engagement. 4. Be honest and transparent at all times Research shows that 82% of employees don’t trust managers to tell the truth. This poor communication and lack of trust impacts engagement significantly. Transparency and honesty are vital leadership behaviours. The ability to communicate clearly and honestly, in both good and bad situations, builds trust between you and colleagues. They can also help create a better working environment, one that is fair and open. Employees are more likely to come to you with problems early on, as opposed to leaving them to build and become more of a challenge later. 5. Be approachable to encourage communication and collaboration Though honesty and transparency undoubtedly help, another good leadership behaviour is to be approachable. For many, this seems to come as a natural social skill. For others, despite having many other great leadership behaviours, being approachable is something they need to actively work on. Actively listen to employees, be attentive and ask open-ended questions. The leadership features of Revenue Intelligence can help here. Communicate regularly, not just about work matters, but about other things going on in their lives. All of these can help employees feel like they can talk to you about anything and know that you’ll take onboard what they say when you do. 6. Be objective and avoid office politics Objectivity or impartiality is an important leadership behaviour. We’ve all been guilty of having a colleague we favour, as well as some we definitely don’t. Effective leaders are able to examine and understand this bias and make impartial decisions and provide objective feedback regardless of personal preference. Objective feedback should be encouraging, not disparaging, with a focus on finding a solution as opposed to critiquing. Similarly, decisions shouldn’t be made based on who you like the most. Good leaders are able to identify which employee is the best suited for each task or activity based on their skills and previous performance. 7. Be attentive to employees’ needs and emotions Effective leaders are attentive. Not only to ongoing tasks, activities and projects, but to the individual needs and emotions of the employees on their team. For example, some employees may work best with minimal supervision, while others may work best in stretch roles with many new challenges to tackle. Leaders should pay attention and consider the unique needs of every employee in their team or department for the best performance. When leaders are attentive to employee needs and behaviours, they can spot when something isn’t quite right. People have off days for a variety of reasons, often entirely unrelated to work. Attentive leaders can identify less productive days and communicate with employees to find out what they can do to help resolve the issue. This in turn can improve job satisfaction for employees, knowing they have a leader they can depend on and who cares about their well-being. 8. Lead by example and model desired behaviours An individual that possesses all the above leadership behaviours and displays them regularly at work is an ideal role model to other employees. Effective leaders hold themselves and employees to a high standard and lead by example. For instance, you wouldn’t turn up late to work everyday, but expect your employees to be on time. A good leader models the behaviour desired from employees so it is clear what the expectations are. How to improve leadership behaviours Not everyone innately possesses effective leadership behaviours. Even for those that do, displaying those behaviours consistently is still a challenge. Fortunately, there are many leadership behaviour frameworks available to help further develop these behaviours. A popular choice is Kouzes and Posner’s five practices of exemplary leadership model. They state that leaders who follow five core practices make the most effective leaders. These are: Model the way Inspire a shared vision Challenge the process Enable others to act Encourage the heart The first practice, model the way, refers to leaders creating and following the standards of excellence they wish others to follow. These principles set clear guidelines for employees to follow. Leaders then need to inspire employees to work towards a shared vision and goal. They motivate and inspire employees by aligning everyone to work towards this shared vision. Effective leaders must challenge the status quo of things and innovate to continuously improve the business. They are unafraid to take risks and experiment to identify new opportunities. Of course, leaders must encourage and enable other employees to act, not just themselves. Effective leaders foster collaborative and energetic teams with an inclusive environment where every individual employee feels empowered to do their best. Finally, effective leaders encourage the heart by recognising and rewarding excellence. They recognise each individual contribution made and celebrate achievements and accomplishments. Research by Kouzes and Posner shows leaders who demonstrate these practices consistently are more effective and have higher performing teams. Another helpful leadership behaviour model was created by Blanchard and Hersey. Their four part situational leadership model is practical and can be applied immediately to situations. They state no leadership style is better than another and that effective leaders adapt their leadership style to individuals. They suggest four different leadership styles that can be applied for any situation as it arises: Telling style: a high supervision style for employees new to tasks or the role. Participating style: a moderate supervision style where leaders are actively involved with tasks to help build employee confidence. Selling style: a lower supervision style where leaders intervene when necessary due to low motivation. Delegating style: a minimal supervision style where employees can handle tasks well and understand their role. Many managers find this leadership behaviour model useful in figuring out the best way to help improve employee engagement. Develop your leadership behaviours and create high performance teams Without effective leadership behaviours, no matter the hard technical skills or length of service, you’ll struggle to inspire and motivate employees. While some individuals naturally possess these leadership behaviours, others must actively work on developing them and practicing them consistently. Our business improvement programme works with business owners and leaders to identify and improve behaviours, one behaviour at a time, creating a more productive and profitable business. 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What are the Alternatives to GDP as a Measure of Growth? Alternative measures to GDP provide a broader perspective of progress, including happiness (GNH), social well-being (SPI), environmental impact (Ecological Footprint), and human development (HDI). They offer a more comprehensive assessment of societal advancement. While Gross Domestic Product (GDP) has traditionally been used as a primary measure of economic growth, there are several alternative metrics that have been proposed to provide a more comprehensive and nuanced understanding of economic progress. Some of these alternatives include: Gross National Happiness (GNH): Developed by the Kingdom of Bhutan, GNH measures the overall well-being and happiness of a nation's citizens rather than focusing solely on economic indicators. It considers factors such as psychological well-being, social support, environmental sustainability, and cultural preservation. Genuine Progress Indicator (GPI): The GPI attempts to measure the economic progress of a nation while taking into account social and environmental factors. It adjusts GDP by incorporating factors such as income distribution, household production, the value of unpaid work, resource depletion, and environmental damage. Human Development Index (HDI): Developed by the United Nations Development Programme (UNDP), the HDI combines indicators of health, education, and income to provide a broader measure of human well-being. It considers factors such as life expectancy, education attainment, and gross national income per capita. Ecological Footprint: This metric measures the impact of human activity on the environment by quantifying the amount of natural resources required to sustain a population or economic activity. It considers factors such as energy consumption, carbon emissions, water usage, and land use. Social Progress Index (SPI): The SPI provides a comprehensive assessment of social and environmental well-being. It includes indicators related to basic human needs, foundations of well-being (e.g., access to healthcare and education), and opportunities for individuals to reach their full potential. Bhutan's Index of Gross National Happiness (IGNH): Inspired by GNH, IGNH measures the happiness and well-being of individuals within a nation. It includes indicators such as psychological well-being, health, education, time use, community vitality, cultural diversity, ecological resilience, and living standards. Wellbeing-adjusted Life Years (WELLBY): WELLBY combines life expectancy with measures of subjective well-being to assess the overall quality of life. It focuses on individuals' health, happiness, and life satisfaction, considering both physical and mental well-being. These alternative metrics aim to provide a more holistic view of societal progress by considering factors beyond purely economic indicators like GDP. While they offer valuable insights, their implementation and acceptance vary across countries and organisations, and none of them has gained universal adoption. Previous Next Unlock Healthy Business Growth Discover strategies to enhance profitability, cultivate a greener and more sustainable business model, and elevate overall well-being. GET STARTED

Introduction to Key Agile HR Operating Model Concepts The Agile HR Operating Model is a transformative approach that adapts human resources practices to the principles of Agile methodology. It emphasises flexibility, collaboration, and rapid responses to evolving organisational needs. This innovative model streamlines HR processes, promotes employee engagement, and enables companies to stay agile in a dynamic business landscape. Published on: 4 Jul 2024 The Agile Human Resources (HR) Operating Model represents a transformative approach to managing and optimising the workforce in the modern business landscape. In an era characterised by rapid technological advancements, changing market dynamics, and evolving employee expectations, traditional HR models often struggle to keep pace. Enter Agile HR, a paradigm shift that enables organisations to adapt, innovate, and thrive in this dynamic environment. At its core, the Agile HR Operating Model borrows principles from Agile methodology, originally designed for software development, and applies them to the realm of HR. This approach emphasises flexibility, collaboration, and customer-centricity. In essence, it aligns HR practices with the broader organisational goals and encourages HR teams to act as strategic partners rather than mere administrators. Agile HR enables companies to respond swiftly to changing talent needs, fosters a culture of continuous improvement, and empowers employees to take ownership of their career development. It redefines HR processes, such as recruitment, performance management, and learning and development, making them more responsive and adaptable. This introduction will explore the key components, benefits, and challenges of adopting an Agile HR Operating Model, offering insights into how organisations can leverage this approach to enhance their HR functions and drive overall business success. The Business Context for Agile HR In the ever-evolving landscape of today’s business world, organisations must remain acutely attuned to the main forces for change that impact their operations. These forces can be multifaceted, encompassing technological advancements, shifting market dynamics, regulatory changes, and societal trends. Several primary forces for change have come to the forefront. Technological Advancements Rapid advancements in technology are reshaping industries and customer expectations. There is a need to continually innovate and embrace emerging technologies and foster a culture of innovation, and enhance digital capabilities. These technological changes should deeply integrated into a People Strategy through targeted training and development programs, ensuring our workforce is equipped with the necessary skills to thrive in a tech-driven world Market Dynamics The competitive landscape is constantly evolving, driven by changing customer preferences and global economic shifts. A strategic response involves a focus on customer-centricity, agility, and adaptability encouraging employees to stay close to your customers, adapt quickly to changing market conditions, and seek out growth opportunities. This is woven into our People Strategy through performance metrics that reward customer-centric behaviours, innovation and continuous learning initiatives. Regulatory Changes In an era of increasing regulatory scrutiny, your organisation needs to take a proactive approach to compliance. This commitment to compliance can be embedded in a People Strategy through comprehensive training programs, promoting ethical behaviour, and creating a strong culture of integrity and accountability among our workforce. Societal Trends Society’s values and expectations are evolving, with growing emphasis on environmental sustainability, diversity, equity, and inclusion. Your organisation should be committed to corporate social responsibility and sustainability. This commitment can be reflected in a People Strategy by fostering a diverse and inclusive workplace, promoting sustainability initiatives, and engaging in philanthropic efforts that align with societal values. In summary, the main forces for change impacting your organisation encompass technological advancements, market dynamics, regulatory changes, and societal trends. A strategic response prioritises innovation, customer-centricity, compliance, and social responsibility. These responses are seamlessly integrated into Agile HR, ensuring that your workforce is aligned with your organisational objectives and well-prepared to thrive in an ever-changing business environment. Embracing Agile HR: Breaking Traditional Hierarchy Traditional hierarchies and siloed teams can hinder agility in leadership and decision-making. Instead, we need to focus on the importance of creating cross-functional, collaborative teams, and shifting the focus from rigid roles to skill-driven contributions. Reshaping your HR organisation can lead to greater integration, transparency, and flexibility, benefitting the entire company. To keep pace with the rapidly changing business landscape, HR functions must evolve. An agile HR model is essential for adapting to these changes effectively. The first step towards agility in HR is to challenge and rethink your existing organisational structure. Traditional hierarchies can stifle innovation and hinder responsiveness. Agile HR requires breaking down the barriers between traditionally siloed teams and structures. Cross-functional collaboration is key to enabling agility in leadership and decision-making. Agile HR organisations should be characterised by small, nimble teams that collaborate with leaders from various parts of the company. These teams work together to address organisational challenges. We need to move away from rigid demarcations of roles and job titles and instead focus on the skills and expertise that each team member brings to a project. This shift allows for greater flexibility and adaptability. By adopting an integrated approach, HR becomes more closely aligned with the overall company goals. This integration fosters transparency and a shared sense of purpose. Agile HR organisations are known for their transparency in decision-making processes. This transparency encourages accountability and trust. Additionally, flexibility allows HR to respond promptly to changing needs. An agile HR organisation serves as a model for the rest of the company. By demonstrating the benefits of cross-functional collaboration and skill-driven contributions, HR can inspire similar practices throughout the organisation. Rethinking your HR organisation’s structure is the foundational step towards embracing agility. By breaking away from traditional hierarchies and silos, you can create an HR model that is small, nimble, and highly collaborative. Focusing on skills rather than titles empowers your team members to contribute their expertise effectively. The result is an HR organisation that is more integrated, transparent, and flexible, setting an example for the entire company. In the journey towards agility, this transformation. Agile HR Operating Model is a Transformative Approach The Agile HR Operating Model is a transformative approach to managing human resources in organisations , adapting principles from Agile methodology originally designed for software development to the HR domain. This model revolves around several key concepts that enable HR departments to become more responsive, flexible, and aligned with the dynamic needs of modern businesses. We’ll delve into each of these key concepts to gain a deeper understanding of the Agile HR Operating Model. Agility and Flexibility At the heart of Agile HR lies the principle of agility. Traditional HR models often struggle to keep pace with the rapidly changing business environment, which includes technological advancements, market shifts, and evolving employee expectations. In contrast, Agile HR is designed to be flexible and adaptable. It recognises that HR practices must evolve quickly to meet the shifting needs of the organisation. This agility allows HR departments to respond swiftly to new challenges and opportunities. Cross-Functional Teams Agile HR promotes cross-functional collaboration. Instead of HR teams operating in isolation, Agile HR encourages the formation of cross-functional teams that include HR specialists, managers, and employees from different departments. These teams work together on HR initiatives, bringing a diverse range of perspectives and skills to the table. This collaborative approach ensures that HR initiatives are more aligned with the broader organisational goals. Customer Focus In the Agile HR Operating Model, employees and internal stakeholders are considered customers. HR teams prioritise meeting their needs, delivering value, and enhancing the overall employee experience. By adopting a customer-centric mindset, HR becomes more attuned to the expectations and preferences of the workforce, ultimately leading to higher employee satisfaction and engagement Iterative Approach Agile HR emphasises an iterative and incremental approach to HR processes. Rather than implementing long-term plans that may quickly become outdated, Agile HR breaks down initiatives into smaller, manageable steps. These steps are continuously refined based on feedback, allowing HR to make course corrections and adapt to changing circumstances. This iterative approach is especially valuable in the volatile business landscape. Continuous Improvement Continuous improvement is a core tenet of Agile HR. This concept encourages HR teams to embrace experimentation and learning from both successes and failures. By continuously seeking ways to enhance HR processes and practices, organisations can stay ahead of the curve and remain competitive in a rapidly evolving market. Empowerment and Autonomy Agile HR empowers employees to take ownership of their development and career progression. Instead of relying solely on HR for guidance, employees are encouraged to set their own goals, identify learning opportunities, and drive their career growth. Managers in Agile HR serve as coaches and mentors, providing support and guidance rather than imposing rigid direction. Lean Principles Lean thinking is applied to HR processes in the Agile HR Operating Model. This involves identifying and eliminating waste in HR workflows, streamlining processes, and maximising efficiency. By reducing unnecessary steps and delays, HR can deliver services more effectively while conserving resources. Transparency Open communication and transparency are fundamental in Agile HR. Employees have access to relevant information about HR processes and decisions. This transparency builds trust within the organisation and ensures that employees understand the rationale behind HR actions. When employees are well-informed, they are more likely to collaborate and engage positively with HR initiatives. Adaptive Leadership Leadership in an Agile HR environment is adaptive. Agile HR leaders foster a culture of trust, collaboration, and innovation. They are open to feedback and can pivot quickly when necessary. This adaptive leadership style sets the tone for the entire organisation and encourages employees to embrace change. Performance Metrics Agile HR relies on data-driven metrics to evaluate the effectiveness of HR initiatives. These metrics provide insights into employee performance, satisfaction, and other key HR-related indicators. By collecting and analysing relevant data, HR can make informed decisions and measure the impact of its efforts. Small Batches and Rapid Prototyping HR projects in Agile HR are often broken down into smaller, manageable tasks or experiments. This approach allows for quicker testing and implementation, reducing the risk associated with large-scale HR initiatives. Rapid prototyping and feedback loops help HR teams refine their strategies and deliver value more efficiently. Value Stream Mapping Agile HR uses value stream mapping to analyse and optimise HR processes. This involves identifying and eliminating bottlenecks, reducing unnecessary steps, and improving the flow of HR services. By streamlining processes, HR can enhance its service delivery and minimise delays. Feedback and Retrospectives Regular feedback and retrospectives are essential components of Agile HR. These practices enable HR teams to assess the success of HR initiatives and processes. By gathering feedback from employees and stakeholders, HR can identify areas for improvement and make necessary adjustments. Sprint Planning Similar to Agile development methodologies, Agile HR often uses sprint planning to set short-term goals and priorities for HR teams. Sprint planning ensures that HR teams remain focused and aligned with organisational objectives. It also allows for flexibility in responding to changing priorities. Self-Organisation Agile HR encourages teams to self-organise and make decisions collectively. This empowers employees to take ownership of their work and fosters a sense of accountability. When teams have the autonomy to make decisions, they can respond quickly to challenges and adapt to changing circumstances. Agile HR Workflow: A Roadmap for Efficiency An effective Agile HR operating model hinges on clear, optimised workflows that enhance both employee satisfaction and operational success. Below is a general workflow designed to streamline HR processes within an Agile framework: Identify the Core Objectives Define the strategic goals of the HR department, ensuring alignment with overall business objectives. This step often includes setting specific, measurable outcomes such as improved employee retention, faster recruitment cycles, or enhanced talent development programs. Conduct Skills Audits and Assess Team Capabilities Regularly audit the skills within your workforce to identify gaps or strengths. Use Agile ceremonies such as retrospectives to assess the current capabilities of teams and individuals, ensuring that skills are aligned with the objectives defined. Create a Talent Development Sprint Based on the audit, implement targeted "sprints" to address any gaps. These could involve rapid upskilling, coaching, or bringing in external resources. Agile HR sprints focus on developing talent iteratively, with continuous feedback loops. Deploy Feedback Mechanisms Agile thrives on communication. Develop consistent feedback loops between HR, managers, and employees. This includes regular check-ins, surveys, and retrospectives to ensure any adjustments are made in real time. High-trust environments foster open and honest feedback, enabling a continuous improvement cycle. Iterate and Scale Once processes and frameworks are proven effective on a smaller scale, they can be scaled across the organisation. Regular retrospectives and performance reviews ensure that workflows remain flexible and adaptable to future changes or business growth. Agile HR workflows not only drive operational efficiency but also contribute to a culture of continuous improvement and employee engagement. For more detailed insights into creating high-performance workflows, explore our Creating High Performance Workflows blog post. The Agile Mindset The Agile Mindset represents a revolutionary paradigm shift, steering us away from conventional, bureaucratic leadership while nurturing a culture rooted in collaboration, continuous learning, and adaptability within teams. It serves as a catalyst, empowering teams to excel and deliver high-performance results. It represents a departure from the conventional hierarchical leadership style, which often involves office politics and a “whoever is loudest is right” mentality. Instead, it encourages teams to set aside ego and shift their focus from “who is right” to “what is right.” This shift promotes a more inclusive and effective decision-making process. It is a thought process that involves several key elements where team members seek to understand the bigger picture, including the goals and objectives of their work. They work together closely, breaking down silos, and fostering effective communication and embrace continuous learning and mistakes are viewed as opportunities for improvement. Teams remain adaptable in the face of change, avoiding resistance and embracing new challenges. To fully embody the Agile Mindset, it’s essential for all team members to not only practice agile techniques but also to understand and adopt the underlying methodology in all aspects of their work. The primary intention behind cultivating an Agile Mindset is to empower employees to do their best work. With more autonomy, they have the freedom to make decisions and take ownership of their work. Innovation is encouraged so a culture of innovation is nurtured, driving continuous improvement, leading to more creative solutions. The Agile Mindset promotes a happy and healthy team environment, resulting in several benefits such as: High-performance teams that adapt quickly to change, enhancing their performance. Increased customer value from a relentless focus on delivering value to customers. More self-organisation where small, self-organising teams efficiently manage their work. Enhanced collaboration with teams interacting effectively, fostering a networked approach. Companies that embrace the Agile Mindset are better equipped to quickly adapt to a rapidly changing marketplace. They become more responsive, innovative, and capable of delivering customer value consistently. The Agile Mindset is not just a set of practices but a fundamental shift in how teams think and work together. By embracing this mindset, organisations empower their employees, foster a culture of collaboration and continuous learning, and position themselves to thrive in an ever-evolving business landscape. These key concepts collectively form the foundation of the Agile HR Operating Model. By embracing these principles, HR departments can transform themselves into agile, responsive, and employee-focused units that drive organisational success in the fast-paced and ever-changing business landscape. Agile HR empowers organisations to navigate uncertainties with confidence and thrive in the digital age. Design Thinking in HR Design Thinking is a powerful approach that emphasises user-centricity, customer value, and rapid innovation in product and service development. It’s is a comprehensive framework that guides the process of problem-solving and innovation. It centres on human-oriented design, aiming to create solutions that address real human needs and challenges. At the core of Design Thinking is a commitment to being human-centric. This means that every step of the design process revolves around understanding and empathising with the people who will use or be affected by the solutions being developed. It begins with careful observation and empathy. Instead of making assumptions, designers seek to truly understand how people interact with their environments, what their pain points are, and what they value. This deep understanding forms the foundation of innovative solutions. It is not a linear process but rather an iterative one. It encourages a hands-on, experimental mindset. Designers create prototypes, test them with users, gather feedback, and refine their solutions repeatedly. This iterative approach allows for continuous improvement. It often starts with the question: “How might we?” This question is solution-oriented and fosters optimism and collaboration. By framing problems in this way, teams are encouraged to brainstorm creative solutions and work together to implement them. Teams are empowered and accountable for gathering user insights and driving the design process. Collaboration is key, as it fosters diverse perspectives and generates innovative ideas. Design Thinking encourages teams to think beyond the obvious and inspire new ways of addressing problems. By focusing on what people truly need, rather than what might be assumed, teams can uncover groundbreaking solutions. Design Thinking is not limited to product and service development; it can also be applied effectively in HR. HR professionals can use Design Thinking principles to enhance employee experiences, streamline processes, and create innovative solutions to HR challenges. Design Thinking is a powerful approach that places human needs and experiences at the centre of problem-solving and innovation. By adopting the principles of Design Thinking, HR professionals can create more effective, user-friendly, and innovative solutions in the workplace ultimately driving positive change and improving employee experiences. Previous Next Start Your Business Improvement Journey Our business improvement programme and smart operations provide clarity and a clear pathway forward for you and your team. Get Started

3 Benefits Of A Strong Customer Service Culture A strong customer service culture is vital for the success of any business. We're looking at the benefits of a strong customer service culture to learn why. Published on: 28 Mar 2019 Post Summary: A strong customer service culture is essential when trading conditions become harder or you want to grow. Your internal service levels will drive your external customer experience. Business productivity will improve with improved staff engagement. A strong customer service culture is critical to business success. Every company has a customer service culture of some description, but to define that culture we have to ask questions like: What is it? How do you measure it? Why is it important? And how does it relate to corporate culture? As a starter for ten, describe your service culture in three words; “Supportive, caring and engaging”, for example; or more negatively, “ unfriendly, abrupt and poor”. Perhaps nobody would define their own service culture in those terms, but actions speak louder than words and we’ve all done business with companies that don’t seem to value our custom. For us, customer service culture is seen as, “the way we do things around here.” It permeates all customer and staff thoughts, actions and feelings, and drives the business left, right, up and down.That’s why it’s essential to take this intangible force in hand. As McKinsey’s customer experience compendium of July 2017 puts it; “It helps to create a new service culture that deepens customer-centric efforts in all layers of the organization. It promotes a longer-term impact and the full engagement of the staff by applying the principles of customer excellence to employees’ journeys.” When demand is high, you can get away with a poor service culture in the short term, especially if the competition is no better. But when the market tightens up and the competition intensifies, a reduced service culture could quickly finish off a once thriving business. A weak customer service culture isn’t easily corrected, which is why you should take steps to resolve it before it becomes a problem. The good news is that a customer service culture assessment can help you to identify ways to improve your service levels. 3 benefits of a strong customer service culture 1. Improved cross-departmental communications Ensuring your department is working well with other departments sometimes means having to go the extra mile. You’ll need to be proactive, think outside the box, be helpful and supportive and think ahead. Often it’s not what happens within a function but what happens between functions that makes all the difference. Cross-departmental communication isn’t easy in an environment with a poor customer service culture. 2. The customer service experience is much improved The external customer experience will reflect the internal customer service culture. You’ll never deliver an exceptional customer service experience if everybody is about to hand in their notice. 3. Increased business productivity Motivated, engaged employees are more focused. They’ll be more efficient and make better decisions. They’ll also be more organised and more able to prioritise their time appropriately. Ultimately, they’ll be able to get more done, which is good for them, the customer and their business. This will help improve UK productivity , too. Conclusion A great customer service culture starts by engaging your staff. An improved customer experience starts with a focus on seeing how well your employees staff are working together. We can help you improve your customer service culture with our business improvement programme. We use unique productivity tools to observe your frontline customer service points to identify your strengths and challenges. Previous Next Start Your Business Improvement Journey Our business improvement programme and smart operations provide clarity and a clear pathway forward for you and your team. Get Started

How to Maximise a Small Marketing Budget Learn how to maximise a small marketing budget to grow your SME and increase your profitability with these simple tips you can implement today. Published on: 12 Apr 2012 It's a given that businesses allocate funds to marketing campaigns, but the real challenge lies in extracting the utmost value from that investment. Are all businesses equipped with the knowledge and strategies to leverage their marketing spend effectively? Here's how you can ensure that your marketing budget works its hardest for your business: Track and Evaluate Performance : Implement robust processes to monitor and evaluate the performance of your marketing initiatives. This involves not just tracking metrics like website visits or social media engagement but delving deeper into understanding what drives conversions and customer engagement. By identifying what works and what doesn't, you can refine your strategies for better results. Uncover Customer Insights : Understanding why some online visitors engage and convert while others don't is crucial. By delving into the motivations and behaviours of your audience, you can identify pain points or obstacles that hinder conversion. Armed with this knowledge, you can optimise your marketing efforts to address these issues, leading to improved profitability and customer retention. Leverage Insights for Profitability : By addressing the barriers preventing visitors from converting, you can shift focus towards enhancing the positive aspects of your offerings. This not only improves profitability but also enhances the overall customer experience, fostering loyalty and advocacy. Investing in understanding customer behaviour pays dividends in the long run. Iterate and Adapt Quickly : The ability to swiftly evaluate the effectiveness of your marketing campaigns is paramount. Establish systems that facilitate real-time feedback and analysis across all departments. This enables you to identify successful campaigns and scale them while promptly adjusting or discontinuing underperforming ones. Agility and adaptability are key to staying ahead in today's dynamic market landscape. Allocate Budget Wisely : A well-informed understanding of your marketing performance allows you to allocate your budget where it's needed most. Whether it's doubling down on successful campaigns or reallocating resources to more promising avenues, data-driven decision-making ensures that your budget is optimised for maximum impact. Marketing That Gets Results Effective utilisation of your marketing budget requires a combination of data-driven insights, customer-centric strategies, and agile execution. By continually refining your approach based on performance metrics and customer feedback, you can ensure that every pound spent delivers tangible returns for your business. Remember, the key lies not just in spending the budget but in spending it wisely. Differentiate yourself from your competition by listening to your customers and using them as a learning tool – increase your competitive edge. Ultimately, you need to develop an offering that surpasses expectations in order to improve conversion rates, enhance business performance and ultimately and boost profitability. How can you do that unless you measure the results of the marketing & sales teams in your business? Previous Next Start Your Business Improvement Journey Our business improvement programme and smart operations provide clarity and a clear pathway forward for you and your team. Get Started

50 Essential Document Management Features That Drive Business Efficiency Uncover the most powerful features of document management systems (DMS) that enhance collaboration, boost productivity, and streamline your business operations for a more efficient workflow. Imagine having every document at your fingertips—instantly searchable, securely stored, and effortlessly shared across your team. No more digging through disorganised folders, chasing after the latest version, or worrying about compliance issues. With the right document management features , this seamless level of control is not just a possibility but a business necessity. A well-designed Document Management System (DMS) does more than simply store files; it transforms how your business operates. From workflow automation to version control , and cloud storage to real-time collaboration , the features offered by a robust DMS can dramatically enhance productivity, improve security, and ensure compliance with industry regulations like GDPR or HIPAA . Whether you’re streamlining internal processes or managing client-facing documents, the right features can save time, reduce errors, and give your business the edge it needs in a digital-first world. In this guide, we’ll break down 50 essential DMS features that can help your organisation thrive by simplifying document management, improving collaboration, and maximising efficiency. Whether you're a small business or a large enterprise, understanding these tools can give you the power to stay organised, boost productivity, and ensure secure, compliant document handling. 1. Cloud Storage Cloud storage allows documents to be securely stored and accessed from anywhere, offering flexibility and scalability. This feature ensures that businesses can expand their storage capacity as they grow without the need for additional hardware, while providing remote access for a distributed workforce. 2. Version Control Version control helps manage document changes by tracking different iterations. Users can view, compare, or revert to previous versions, making it easier to maintain accuracy and consistency, especially in collaborative environments. 3. Document Scanning Document scanning transforms physical documents into digital formats, making them easier to store, search, and share. This feature is often integrated with Optical Character Recognition (OCR) for enhanced usability, turning scanned documents into searchable text. 4. Workflow Automation Workflow automation streamlines processes by routing documents through approval, review, or editing workflows automatically. This increases efficiency by eliminating manual steps and ensures that documents move through the organisation without unnecessary delays. 5. Integration with Third-Party Apps Integration with third-party apps like CRM or ERP systems allows for seamless data sharing across platforms. This feature reduces manual data entry and increases overall productivity by enabling different tools to communicate effectively. 6. Mobile Access Mobile access ensures that users can manage, view, and edit documents from their mobile devices. This feature is crucial for professionals who need to access important documents while on the move, adding flexibility and convenience. 7. Role-Based Access Control Role-based access control enhances security by limiting document access to authorised users. By assigning specific permissions based on roles, businesses can ensure that sensitive documents are only accessible to those who need them. 8. Electronic Signatures Electronic signatures allow users to digitally sign documents, speeding up processes and eliminating the need for physical signatures. This feature is particularly useful for remote teams or situations where quick approval is needed. 9. Metadata Tagging Metadata tagging improves document organisation by allowing users to tag files with relevant keywords or categories. This feature enhances search functionality, making it easier to retrieve documents based on specific criteria. 10. Search Functionality Search functionality is a critical feature for quickly locating documents within a system. Advanced search options, including filters based on metadata, make finding specific files more efficient, even in large document repositories. 11. File Sharing and Collaboration File sharing and collaboration features enable users to share documents and work together in real-time. This improves team productivity by allowing multiple users to view, comment, and edit documents simultaneously. 12. Real-Time Editing Real-time editing allows multiple users to make changes to a document at the same time, with updates appearing instantly. This feature enhances collaboration by ensuring that all team members are working with the most current version. 13. Data Encryption Data encryption ensures that documents stored within the system are protected from unauthorised access. Encryption both at rest and in transit provides an added layer of security, making it essential for sensitive or confidential documents. 14. Compliance Management (e.g., GDPR, HIPAA) Compliance management helps businesses meet regulatory requirements, such as GDPR or HIPAA, by ensuring that documents are stored, accessed, and managed according to legal standards. This feature is crucial for businesses that handle sensitive information. 15. Document Approval Workflows Document approval workflows automate the process of approving documents, ensuring that all necessary approvals are completed before a document is finalised. This reduces delays and ensures compliance with internal review processes. 16. Audit Trails Audit trails provide a detailed record of all actions taken on a document, such as edits, views, or approvals. This feature is essential for compliance and accountability, as it allows businesses to track document activity and ensure transparency. 17. User Permissions and Security User permissions allow administrators to control who can view, edit, or delete documents, adding an extra layer of security. By restricting access based on user roles, this feature helps protect sensitive information. 18. Document Capture and Indexing Document capture and indexing convert physical documents into digital formats and categorise them for easy retrieval. This feature is crucial for businesses that need to manage large volumes of documents and maintain an organised system. 19. Archiving and Retention Policies Archiving and retention policies ensure that documents are stored for the appropriate amount of time before being archived or deleted. This feature helps businesses manage storage costs and comply with legal or industry regulations. 20. Template Management Template management allows users to create, customise, and store document templates for various purposes, such as contracts or reports. This feature saves time by providing a consistent format for frequently used documents. 21. Multi-Device Synchronisation Multi-device synchronisation ensures that any changes made to a document on one device are instantly updated on all other devices. This feature ensures that users are always working with the most current version, regardless of which device they are using. 22. Offline Document Access Offline document access allows users to view and edit documents without an internet connection. Changes made offline are synchronised once the user reconnects, ensuring seamless document management even in areas with limited connectivity. 23. OCR (Optical Character Recognition) OCR technology converts scanned images or PDFs into searchable text, allowing users to search for specific words or phrases within a document. This feature enhances the usability of scanned documents, making them as accessible as digital-born files. 24. Customisable Workflows Customisable workflows enable businesses to tailor document processes to their unique needs. Whether it’s an approval workflow or a review process, customisable workflows increase efficiency by aligning the system with specific business operations. 25. Document Linking and Cross-Referencing Document linking and cross-referencing allow users to create relationships between documents, making it easier to navigate related content. This feature is particularly useful in complex projects where multiple documents are interconnected. 26. Digital Asset Management Digital asset management goes beyond document storage by organising and tracking multimedia files, such as images or videos. This feature is crucial for industries that rely on visual content, ensuring that all digital assets are easily accessible. 27. File Versioning and History Tracking File versioning and history tracking keep a detailed record of every change made to a document. Users can view or restore previous versions, making it easier to track edits and collaborate more effectively. 28. Automatic Backup Automatic backup ensures that all documents are regularly saved, protecting businesses from data loss. This feature runs in the background, providing peace of mind that files are always retrievable, even in the event of a system failure. 29. Collaboration Tools (Comments, Annotations) Collaboration tools, such as commenting and annotation features, allow users to provide feedback directly on documents. This improves communication and streamlines the review process by keeping all comments in context. 30. E-Mail Integration E-mail integration allows users to send, receive, and store documents directly within the document management system. This feature simplifies document sharing and ensures that important files are kept within the system for easy retrieval. 31. Document Import/Export Capabilities Document import/export capabilities allow users to easily bring documents into or export them out of the system. This feature ensures compatibility with other software tools and streamlines the process of transferring documents between systems. 32. Customisable User Interfaces Customisable user interfaces allow users to tailor the layout and functionality of their DMS to match their preferences. This increases usability by providing a personalised experience that aligns with individual or organisational workflows. 33. Drag-and-Drop File Uploading Drag-and-drop file uploading simplifies the process of adding documents to the system. Users can quickly upload multiple files by dragging them from their desktop into the DMS, making it a user-friendly and efficient feature. 34. Advanced Reporting and Analytics Advanced reporting and analytics provide insights into document usage, workflow efficiency, and user activity. This feature helps businesses make informed decisions about document management practices and identify areas for improvement. 35. Notifications and Reminders Notifications and reminders alert users when actions are required, such as document approvals or deadlines. This feature ensures that important tasks are not overlooked, improving workflow management and accountability. 36. Compliance Audit Support Compliance audit support provides tools for generating reports and logs that demonstrate adherence to regulatory requirements. This feature is essential for industries with strict compliance standards, helping businesses stay compliant. 37. API Access for Customisation API access allows businesses to customise the document management system to integrate with their existing tools and processes. This feature provides flexibility for organisations that require tailored solutions for their document workflows. 38. Cloud-Based and On-Premise Deployment Options Cloud-based and on-premise deployment options give businesses the flexibility to choose how their document management system is hosted. Whether in the cloud or on-site, this feature ensures that the system aligns with the company’s infrastructure and security needs. 39. Document Classification and Categorisation Document classification and categorisation help organise documents based on specific attributes, such as type, department, or project. This feature improves searchability and ensures that documents are stored in a logical, easy-to-navigate structure. 40. Document Preview Without Downloading Document preview without downloading allows users to view documents directly within the system, saving time and reducing unnecessary downloads. This feature increases productivity by providing quick access to document content. 41. Barcode Recognition Barcode recognition automates the process of categorising and indexing documents. By scanning barcodes, the system can instantly classify and store documents in the appropriate location, improving efficiency and reducing manual data entry. 42. Integration with CRM and ERP Systems Integration with CRM and ERP systems enhances document management by allowing for seamless data flow between business tools. This feature increases productivity by reducing the need for manual document transfers and ensuring that all systems are up to date. 43. Multi-Language Support Multi-language support ensures that the document management system can be used by teams across different regions and languages. This feature is crucial for global businesses that need to maintain consistent workflows across multiple languages. 44. Contract Lifecycle Management Contract lifecycle management automates and tracks the entire contract process, from creation to expiration. This feature ensures that contracts are handled efficiently and meet compliance requirements. 45. Disaster Recovery Support Disaster recovery support provides a backup plan for data in the event of system failure, natural disaster, or cyberattack. This feature ensures that critical documents are always retrievable, no matter what happens. 46. Image and Multimedia File Support Image and multimedia file support expands the DMS beyond text-based documents to include visual content, such as images, videos, and audio files. This feature is especially useful for industries that rely heavily on media files. 47. Custom Branding Options Custom branding options allow businesses to personalise their document management system with their own logos, colours, and branding elements. This feature helps reinforce brand identity, even within internal systems. 48. Business Process Management (BPM) Features Business process management (BPM) features enable businesses to automate, monitor, and optimise workflows within the DMS. This improves efficiency by streamlining complex processes and ensuring that all tasks are completed on time. 49. Collaboration on Documents in Real-Time Real-time collaboration on documents ensures that team members can work together simultaneously, making instant updates and improvements. This feature is key to fostering an agile, collaborative working environment. 50. Document Expiration Management Document expiration management tracks and manages the lifecycle of documents, ensuring that outdated or obsolete files are removed or archived as needed. This feature helps businesses maintain a clean and organised document system while complying with retention policies. Previous Next Start Your Business Improvement Journey Our business improvement programme and smart operations offer clarity and a well-defined pathway for you and your team to move forward confidently. Get Started

15 Ways to Create a Healthy Company Culture Learn how to create a healthy company culture to help your business thrive long-term by keeping your best employees and your business productive. Published on: 1 Aug 2024 There’s a lot of talk surrounding the importance of a positive company culture in the business world. However, people often see it as a stylish buzzword created due to millennial expectations of a good work/life balance. Business leaders can make the mistake of thinking a monthly team visit to the pub will resolve a toxic company culture. This article seeks to address what company culture actually is, the profound benefits it can have for your organisation and suggest 15 ways for you to begin creating a healthy company culture. What is Company Culture? Company culture, also referred to as organisational culture or corporate culture, can be defined as a set of shared values, goals, beliefs and practices that guide your business and the action of your employees. There is no solid definition of company culture because it is a unique concept for each individual business. It can be seen as the fingerprint of your organisation. As a business leader you will have created values and goals as soon as your company was born and these will form the foundation of your workplace culture . The culture then develops into the beating heart of your organisation as employees respond and contribute to those core values. A good company culture should inspire teamwork, collaboration, innovation and a thirst for success. Patty McCord, former Chief Talent Officer at Netflix, recognises in her book Powerful: Building a Culture of Freedom and Responsibility that “the greatest motivation is contributing to success”. Why is a Healthy Company Culture so Important for Business Success? A healthy company culture has profound benefits for your organisation. A report conducted by Breathe HR found that 81% of business leaders recognised that culture drives direct benefits for their organisation. These are just some of the benefits of a strong corporate culture: Attracting talent – company culture is a huge factor for job seekers in today’s market with 66% of millennials putting culture above salary when it comes to job satisfaction. Employee retention – once you’ve hired successful staff, your goal is to keep them within the organisation. High turnover often occurs when there is a negative company culture. In fact, a recent survey by Glassdoor found 70% of UK workers would look for a job elsewhere if their company culture deteriorated. Increased productivity – happy workers show up consistently, are more engaged with the business, seek to solve problems and as a result contribute more valuable work. Improves reputation – negative headlines about toxic company culture and unhappy employees spark discontent amongst your customers. How to Create a Healthy Company Culture: 15 Steps It is important to recognise that a healthy company culture is not created overnight. It is ok to make mistakes, take risks and find out what works. The following 15 suggestions are just some of the ways you can begin to improve your company culture. Share Your Core Company Values It’s all well and good to draw up your company values in your mission statement but often they’re then left to sit on a dusty shelf whilst attention is turned to profits. Your values and goals should be regularly shared with the entire team and consistently measured. When everyone understands what is expected of them and are working towards the same goal, engagement and productivity rise as a result. Hire and Fire Based on Values and Behaviours Finding candidates with the right skills to perform their job is important but training can always be utilised to fill gaps in knowledge. However, it is much harder to train someone to share your values and required behaviours to fit into your company culture. Make your values and required behaviours clear during the recruitment process and explore how candidates exhibit these qualities. Consider whether they are the right fit for the team. Similarly, if a member of staff is failing to adapt to the company culture or creates divides within the team then it is time to consider their place in the organisation. Encourage a Healthy Work/Life Balance Modern life can be full of stresses in and outside of the workplace and we are all guilty of failing to strike a healthy balance at times. Employees who are less stressed and happier are likely to perform better at work and concentrate on the task at hand. The coronavirus pandemic has taught us valuable lessons about the need for flexibility and juggling our work and home life at the same time. Many people have found themselves home schooling alongside tackling the working day. The Modern Family Index 2020 found that 46% of parents said that work affected their ability to spend time together as a family yet stated family was their number one priority. Employers should be mindful of encouraging flexible working opportunities and highlighting the importance of leisure time to avoid stress and employee burnout. Improve Communication and Collaboration in the Workplace Employees can be left feeling like a cog in a machine without really understanding the bigger picture. Encouraging communication across all levels and departments ensures everyone has a shared goal, understands their role and wants to collaborate to be successful. Staff should be given the opportunities to ask questions and provide feedback regularly. Bring More Compassion to the Workplace A survey conducted by Liberty Mind found that a shocking 83% of employees had been made to feel guilty for taking time off for a major life event. As an employer it is important to show you care, offer understanding and seek to help employees in need. Workplace compassion increases loyalty, engagement, productivity and trust. Make Work Fun No one wants to dread going to work on a Monday morning. Whilst it’s not all about adding slides and TVs to the workplace, a boring work environment can stifle innovation and creativity. People who are bored at work are less likely to be productive and are more likely to seek a job elsewhere. Recognise and Reward Employee Achievements Everyone responds well to praise and we crave appreciation for hard work. A simple thank you or a small token of appreciation in the workplace improves productivity, boosts happiness and creates loyalty. Research shows 42% of employees say receiving greater recognition for their work would make them happier in 2021. Invest in Employee Health and Wellbeing Healthy and happy employees are key to the success of the company. Toxic workplace culture can profoundly affect employees’ physical and mental health. It is vital to be mindful of stress and employee burnout which can lead to increased sickness absence, a drop-in productivity and a lack of loyalty. Employee wellness programmes can be a great way to improve happiness, reduce absenteeism and boost productivity. Involve Employees in Decision Making Staff who are involved in decision making feel trusted and a valuable asset to the team. They are much more likely to work hard when they feel their contributions have a positive impact. A collaborative team who make decisions together can spark better ideas and innovative ways to problem solve. Your staff are in the perfect position to help you improve as they often work more closely with your product and customer so they’ve seen first-hand what works well and what doesn’t. Avoid Micromanaging Your Team Micromanaging can demoralise your employees, result in frustration and mistrust and can even limit their creativity. Furthermore, if their work is always being watched and scrutinised they may lack the confidence to suggest ideas and make decisions which could have benefited the business. When we are ordered what to do we begin to lack motivation. Whereas when we make decisions and feel like we are part of the bigger picture we will go the extra mile to ensure success. Promote Transparency in the Workplace Don’t sugar-coat company problems and hide them from your employees. Being transparent creates trust and your team will be willing to support the company through its challenging periods when they are well informed. Employees can also assist in the problem-solving process and provide suggestions to tackle issues. The trust process works both ways and employees will feel confident to bring problems to attention swiftly to prevent further mistakes being made. Communicating news immediately also prevents workplace gossip and miscommunication. Combat Negativity in the Workplace Negativity in the workplace can spread quickly throughout the team, affecting engagement and productivity. One negative situation or person can affect the mood of the entire team. If a negative team member is unable to adapt to the positive company culture then it may be time to re-evaluate their role in the organisation. Get to Know Your Team It’s common, particularly in a large business, to barely know the name of the new intern. However, good leaders know that people are what make up a business. You need your employees to trust and respect you and come to you with their problems. Knowing how your team thinks and what they value is hugely important to the success of your workplace. So, don’t just nod at the new employee at the coffee station next time, ask them questions and invite them to feel part of the company culture. Promote Equality, Diversity and Inclusion Equality and diversity should not be a tick box exercise to keep up appearances and look good to the outside world. There are many benefits to having a diverse team and these should be understood and utilised to create a healthy company culture. A successful organisation should be made up of people who all bring different skills and experience to the table. Discriminating based on gender, ethnicity or disability may result in losing potential talent. A report by McKinsey called ‘Delivering Through Diversity’ found that companies with the most ethnically diverse teams are 33% more likely to outperform their peers on profitability. Offer Training and Professional Development Opportunities A healthy company culture should encourage growth and personal development. Employees should be given opportunities to better their skills and further their career. Employees who lack progression begin to feel bored and unfulfilled, adversely affecting the workplace culture. Help Create a Healthier Company Culture Company culture is much more than a fashionable buzzword. At Awardaroo, we believe employees should be at the core of your business and therefore fostering a healthy culture is integral to success. There are many benefits for your organisation, from attracting and retaining talent to boosting workplace productivity and efficiency. By implementing these 15 ways to create a healthy company culture, you should begin to see positive results for your business. Previous Next Start Your Business Improvement Journey Our business improvement programme and smart operations provide clarity and a clear pathway forward for you and your team. Get Started

Understanding Agile Methodology: A Comprehensive Overview In today's fast-paced and ever-changing business landscape, organisations are constantly seeking ways to adapt, innovate, and deliver value to their customers efficiently. Published on: 14 Sept 2023 In today’s fast-paced and ever-changing business landscape, organisations are constantly seeking ways to adapt, innovate, and deliver value to their customers efficiently. Traditional project management approaches often struggle to keep up with the demands of modern software development and business processes. This is where Agile methodology steps in as a revolutionary approach that has transformed how teams work and deliver results. In this comprehensive guide, we will delve into the world of Agile methodology , exploring its principles, practices, and benefits. What is Agile Methodology? Agile methodology is a flexible and iterative approach to software development and project management that emphasises collaboration, customer feedback, and incremental progress. It was originally introduced in the Agile Manifesto in 2001 by a group of software developers who sought a more adaptive and customer-centric approach to software development. Since then, Agile principles and practices have been adopted across various industries, ranging from software development to marketing and manufacturing. Key Principles of Agile Methodology Customer Collaboration over Contract Negotiation: Agile prioritises open communication and collaboration with customers or stakeholders over rigid contracts and negotiations. This allows for a more responsive and customer-centric approach. Responding to Change over Following a Plan: Agile acknowledges that change is inevitable, and rather than resisting it, it embraces change as an opportunity to improve. Teams are encouraged to adapt to evolving requirements and priorities. Delivering Working Software over Comprehensive Documentation: Agile places a higher value on delivering functional software or products quickly, rather than getting bogged down in extensive documentation. While documentation is important, it is not the primary measure of progress. Individuals and Interactions over Processes and Tools: Agile recognises that the effectiveness of a team is driven by the people within it and their interactions. While processes and tools are important, they should serve to enhance collaboration rather than hinder it. Key Practices of Agile Methodology Scrum: Scrum is one of the most popular Agile frameworks. It involves breaking a project into small, manageable units called “sprints.” Teams work collaboratively during these sprints, focusing on delivering a potentially shippable product increment at the end of each sprint. Kanban: Kanban is another Agile framework that visualises work on a Kanban board, allowing teams to manage and optimise their workflow continuously. Work items move through various stages, from backlog to in-progress to done, ensuring a steady and efficient flow of work. Continuous Integration and Continuous Deployment (CI/CD): Agile encourages the automation of software development processes, including testing and deployment, to enable frequent and reliable releases. CI/CD pipelines ensure that changes are integrated and delivered to users rapidly. Daily Standup Meetings: Agile teams hold daily standup meetings, also known as daily scrums, to discuss progress, challenges, and plans for the day. These short, focused meetings enhance communication and alignment among team members. Benefits of Agile Methodology Enhanced Flexibility: Agile allows teams to adapt to changing requirements and market conditions quickly. This flexibility enables organisations to respond to customer needs and competitive pressures more effectively. Faster Time to Market: By delivering incremental updates and features, Agile methodologies help accelerate time-to-market for products and services. This can be a critical advantage in competitive industries. Improved Customer Satisfaction: Agile prioritises customer collaboration and feedback, ensuring that the end product aligns closely with customer needs and expectations. This leads to higher customer satisfaction and loyalty. Greater Team Collaboration: Agile encourages collaboration among team members, breaking down silos and fostering a sense of shared ownership and responsibility. This collaborative environment often results in higher-quality work and better outcomes. Better Risk Management: Agile methodologies emphasise early and frequent testing and validation of product features, reducing the risk of large-scale failures and costly rework. Continuous Improvement: Agile teams regularly reflect on their processes and performance, seeking opportunities for improvement. This culture of continuous improvement leads to higher efficiency and better results over time. Challenges of Agile Methodology While Agile methodology offers numerous benefits, it also comes with its share of challenges: Resistance to Change: Transitioning to Agile can be met with resistance from individuals and teams accustomed to traditional project management methods. Overcoming this resistance requires strong leadership and change management skills. Lack of Documentation: Agile’s focus on working software over documentation can sometimes lead to insufficient documentation, which can be challenging for maintenance and future reference. Scalability: While Agile is effective for small to medium-sized projects, scaling Agile practices to larger organisations or complex projects can be challenging and requires careful planning. Client Involvement: Agile requires active client or stakeholder involvement throughout the project, which can be demanding for clients who are not accustomed to this level of engagement. Conclusion Agile methodology has revolutionised the way organisations approach software development and project management by promoting flexibility, collaboration, and customer-centricity. Its principles and practices have transcended the realm of software development, finding applications in various industries where adaptability and responsiveness are crucial. While Agile is not without its challenges, its benefits in terms of faster time-to-market, improved customer satisfaction, and enhanced team collaboration make it a compelling approach for organisations aiming to thrive in today’s dynamic business environment. Embracing Agile methodology is not just a trend; it is a strategic choice that can lead to sustained success and innovation. 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Automotive Business Coaching Develop your sales culture, lower your stress levels and make work more rewarding for all your staff with help from our automotive business coaching. Whether you’re a car dealership or garage, you need an edge over your competitors for your business to thrive. Our automotive business operating system will give you just that. We’ll help you get more sales and leads by helping you run a more productive and profitable business. Automotive Business Operating System Our automotive business operating system focuses on improving your business productivity. We don’t want to change your business and how you run it, we want to perfect it. Often, your customers are making one of the largest financial purchases of their lives or the vehicle they depend on is in need of repairs. It can be a stressful and challenging time for customers and they’re depending on you to help guide them through the process. We know your interactions with them are vital to ensuring your business's success. It’s where so many automotive businesses fall flat. You might have the right car in stock or know how to fix the problem, but without operational excellence, your business won’t thrive. We help you learn how to flawlessly execute your unique way of working to set you apart from the rest. Sales and Service Training for Car Dealers and Garages Sales and service training for car dealers and garages improves phone communication , ensuring professional and courteous interactions. This boosts customer satisfaction, increases service bookings, enhances trust, and fosters long-term client relationships. Business Coaching for Car Dealerships We can help you develop your unique automotive business culture, inspiring your staff, lowering stress levels and increasing sales. All while maintaining enhanced customer relationships to build long-term profitability. Our business consultants get to know your company, your staff and your customers. We learn what your strengths are and what’s holding you back. Then we craft a bespoke business productivity strategy to address issues permanently, ensuring the long-term success of your business. Business Coaching for Garages Happy customers are a garage’s bread and butter. So excellent customer service and quality work are the key to your success. Our small business consultants can help you achieve operational excellence. We help you manage and run your business with productivity and growth in mind. This means inspiring and engaging your staff and ensuring you’re meeting all your customers’ needs all while growing your market share. Get in Touch Tell us about a challenge or question you have. First name* Last name* Company name Email* Submit

Business Improvement Coaching for Sustainable Growth Empower your business with business improvement coaching designed to implement high-performance workflows that streamline operations and promote continuous improvement. Discover value-driven strategies that align profitability with sustainable, inclusive growth while boosting team collaboration and customer satisfaction. Strategic Clarity for Value-Driven Growth Achieve a focused strategy that prioritises value-driven growth . Coaching guides you in aligning your vision with practical, achievable goals, ensuring every effort contributes to long-term value. By integrating high-performance workflows into your strategy, you’ll create a system that balances profitability with sustainable, inclusive growth, setting the foundation for lasting success. Through tailored goal-mapping sessions , this coaching process identifies the critical milestones and measurable outcomes needed to bring your vision to life. Additionally, it introduces adaptive strategy frameworks that allow your business to remain flexible in the face of changing market conditions. By making strategy a dynamic and inclusive process, you not only plan for growth but create a business that evolves with purpose. Strategic clarity is further enhanced by embedding collaborative innovation practices into your approach. This ensures all stakeholders—from leadership to employees—are engaged in developing ideas and solutions that align with your business’s mission, making value creation a shared commitment. Efficient Operations with High-Performance Workflows Optimise your operations to work smarter, not harder. Business improvement coaching identifies inefficiencies and implements high-performance workflows that simplify processes, reduce waste, and enhance productivity. These workflows are designed to create value at every stage, ensuring your business is agile, cost-effective, and ready to scale while staying aligned with your growth objectives. Leadership and Team Synergy Empower your leaders and teams to work at their best with a focus on collaboration and accountability. Coaching helps you build a workplace culture driven by high-performance workflows that make teamwork seamless and effective. By fostering leadership skills and aligning your team around a shared commitment to value-driven growth , you’ll cultivate an organisation that thrives in any environment. Measurable, Sustainable Growth Growth is only valuable if it’s measurable and lasting. Coaching helps you implement tools and metrics to track progress, ensuring your efforts deliver real results. By embedding high-performance workflows into your operations and reviewing outcomes regularly, you’ll build a business that consistently delivers value for customers, employees, and the wider community while maintaining momentum for the future. Get in Touch Tell us about a challenge or question you have. First name* Last name* Company name Email* Submit

SOP Implementation: Ensuring Adoption and Compliance for Operational Success Explore the key steps for effective SOP implementation, from training and monitoring to communication and continuous improvement, ensuring consistent adherence and compliance throughout the organisation. Even the most meticulously written SOPs are ineffective if they aren’t implemented properly. SOP implementation is about more than just distributing documents to employees—it's about ensuring that the procedures are understood, adopted, and followed consistently across the organisation. Proper implementation involves training, communication, ongoing monitoring, and continuous improvement. We will explore the critical steps for implementing SOPs effectively and ensuring long-term compliance. 1. Training and Awareness One of the most important steps in SOP implementation is ensuring that employees understand the procedures and how they apply to their roles. Without adequate training, SOPs may be misunderstood or ignored, leading to inefficiencies, errors, or compliance violations. Initial Training Comprehensive Employee Training : All employees who are required to follow the SOP must undergo formal training on its content and application. Depending on the complexity of the SOP, this may include classroom-style instruction, hands-on demonstrations, or computer-based learning modules. Role-Specific Training : Tailor the training to the specific roles of employees. For instance, frontline staff might need a different level of detail than supervisors or department heads. A technician might focus on the step-by-step operational aspects of the SOP, while a manager might be more concerned with monitoring, compliance, and reporting aspects. Training Methods On-the-Job Training : For practical tasks, hands-on training is often the most effective. This could involve a senior team member or supervisor walking employees through the SOP step-by-step in real-time. Digital Learning Modules : Use digital platforms like Learning Management Systems (LMS) to deliver online training. Digital tools provide scalability for large organisations, making it easier to update training materials as SOPs change. Testing and Certification Knowledge Testing : After training, conduct tests or assessments to ensure that employees understand the SOP and can correctly apply it in real-world situations. This could involve written tests, simulations, or hands-on demonstrations. Certification : For critical tasks, especially those involving compliance, employees should be formally certified in the SOP. Certification ensures accountability and provides documentation that staff are qualified to perform the task. Ongoing Training Refresher Courses : SOP training should not be a one-time event. Schedule regular refresher courses , especially if the procedure is complex or if it’s subject to frequent updates. Regular reinforcement helps to solidify knowledge and improve adherence to SOPs over time. By investing in comprehensive training, you ensure that employees not only understand the SOP but also feel confident in applying it correctly in their day-to-day work. 2. Ensuring Compliance and Monitoring Adherence Once an SOP is implemented, it’s essential to monitor compliance to ensure that employees are consistently following the prescribed steps. Non-compliance can lead to inefficiencies, increased risk of errors, and potential regulatory violations. Monitoring Compliance Regular Audits and Inspections : Schedule regular audits or inspections to ensure that employees are following SOPs. Audits can be conducted by compliance officers , quality assurance teams , or department heads. During the audit, review documentation, observe processes, and speak with employees to verify that the SOP is being followed correctly. Random Spot Checks : In addition to scheduled audits, consider performing random spot checks to catch potential deviations from SOPs before they become ingrained habits. Spot checks can help ensure ongoing vigilance and adherence to the SOP. Use of Technology : For digital processes or tasks involving machinery, use automation tools or process monitoring software to track compliance. For instance, in a manufacturing environment, equipment settings can be logged and monitored to ensure they are consistently set according to the SOP. Incentives and Consequences Positive Reinforcement : Encourage adherence to SOPs by offering incentives or recognition to employees who consistently follow the procedures. For example, departments that consistently meet SOP-related performance metrics could be recognised with rewards or bonuses. Addressing Non-Compliance : When non-compliance is identified, address it promptly. This could involve re-training employees, revising the SOP to make it clearer, or implementing disciplinary actions for serious violations. Clear consequences for failing to follow SOPs help ensure that employees take compliance seriously. Regular monitoring, combined with positive reinforcement and clear consequences for non-compliance, helps ensure that SOPs are followed consistently, reducing the risk of errors and regulatory violations. 3. Communicating SOPs Effectively Effective communication is essential for SOP implementation. Employees need to know where to access the SOPs, when they’ve been updated, and whom to contact if they have questions or need clarification. Digital Distribution Centralised Document Management Systems (DMS) : Store all SOPs in a centralised Document Management System (DMS) or intranet where employees can easily access the most up-to-date version. A DMS ensures version control and enables employees to access SOPs from anywhere, at any time. Automated Notifications : Use automated notifications or email alerts to inform employees when an SOP has been updated or a new SOP is introduced. This ensures that employees are always working with the latest information and can prevent the use of outdated procedures. Version Control and Accessibility Easy Access to Updates : Make it clear to employees when an SOP has been updated. Include version numbers and change logs in each SOP so employees can see exactly what has changed and when. For example, “Version 1.1 – Updated on 15/05/2024 to include new safety procedures for handling hazardous materials.” Document Accessibility : Ensure that SOPs are accessible to all relevant employees. This might mean having printed copies available in certain work areas, particularly in environments like manufacturing floors or laboratories, where digital access may not always be possible. Clear Lines of Communication Designated SOP Managers : Assign a Document Controller or SOP Manager who is responsible for maintaining the SOPs and answering questions about their application. Employees should know who to contact if they are unsure about any aspect of the SOP. Open Communication Channels : Encourage employees to ask questions or raise concerns if they find any part of the SOP unclear or difficult to follow. Open communication ensures that issues are addressed early, reducing the risk of non-compliance or mistakes. Effective communication ensures that employees are always aware of SOP updates, have access to the latest procedures, and know whom to contact if they need clarification or support. 4. Testing SOP Effectiveness Once an SOP is implemented, it’s important to periodically test its effectiveness to ensure that it’s achieving the desired results. This testing can help identify gaps, inefficiencies, or potential areas for improvement. Conduct Pilot Testing Small-Scale Rollouts : Before rolling out an SOP company-wide, consider conducting a pilot test in a single department or with a small group of employees. This allows you to identify any challenges, misinterpretations, or potential gaps in the SOP before it’s fully implemented across the organisation. Simulations and Scenarios : Use simulations or role-playing exercises to test how employees respond to different scenarios outlined in the SOP. This is especially useful for procedures involving safety protocols, emergency responses, or complex decision-making processes. Gather Feedback from Employees Real-World Feedback : After implementation, gather feedback from employees who are actively using the SOP. Ask them if any parts of the procedure are unclear, time-consuming, or impractical. Their hands-on experience is invaluable for identifying areas that need revision or clarification. Continuous Improvement Loop : Establish a feedback loop that encourages ongoing input from employees about the effectiveness of the SOP. This feedback can be used to update or improve the SOP over time, ensuring it remains relevant and effective. Evaluate KPIs Key Performance Indicators (KPIs) : Develop KPIs to measure the success of the SOP. For example, in a manufacturing environment, KPIs might include metrics such as error rates, downtime, or production efficiency. In a healthcare setting, KPIs might include patient safety incidents or compliance with hygiene standards. Regularly review these metrics to assess whether the SOP is having the intended impact. Testing the effectiveness of SOPs ensures that they are practical, efficient, and aligned with business goals, while employee feedback ensures continuous improvement. 5. Continuous Improvement and Updating SOPs are living documents that need to evolve as processes, technologies, and regulations change. Establishing a process for continuous improvement ensures that SOPs remain relevant and effective over time. Review and Update Cycle Scheduled Reviews : SOPs should be reviewed at regular intervals—annually, biannually, or as needed—depending on the complexity of the procedure and the rate of change in the process or regulations. For example, SOPs in highly regulated industries such as pharmaceuticals or aviation might need to be reviewed more frequently to ensure compliance with changing laws or standards. Triggering Updates : Updates should also be triggered by any major changes in the process, equipment, technology, or regulation. For instance, if new machinery is introduced in a manufacturing environment, all related SOPs should be updated to reflect the changes in operating procedures. Continuous Improvement Strategies : Use continuous improvement methodologies like Kaizen or Lean Six Sigma to identify areas where the SOP could be streamlined or enhanced. This could involve removing unnecessary steps, incorporating new technologies, or improving safety protocols. Version Control Maintaining Version History : Keep detailed records of each version of the SOP, including what changes were made, when, and by whom. This ensures that you can trace the evolution of the SOP and provides accountability for revisions. A version control table included in the SOP document helps track changes. Feedback-Driven Updates Employee Suggestions : Encourage employees to provide feedback on the SOP whenever they encounter inefficiencies or outdated steps. Establish a system where employees can submit suggestions for improvements. This ensures that the SOP evolves to meet the needs of those who are actively using it. By regularly reviewing, updating, and improving SOPs, organisations can ensure that their procedures remain current, efficient, and effective in an ever-changing business environment. Conclusion Implementing SOPs is a multi-step process that involves training, monitoring, communication, and continuous improvement. Effective implementation ensures that SOPs are not just static documents but actively contribute to operational excellence, regulatory compliance, and safety. By fostering a culture of accountability, continuous feedback, and ongoing training, organisations can ensure that SOPs are followed consistently, leading to improved performance and reduced risk across all operations. Previous Next Start Your Business Improvement Journey Our business improvement programme and smart operations offer clarity and a well-defined pathway for you and your team to move forward confidently. Get Started

Phoebe the Bee and Tales from Mother Earth Jenny Bailey and Phoebe the Bee Discuss Kids Conservation Igniting the conservationist in all of us especially children through realistic nature stories told from the point of view of Mother Earth. Reconnecting and empowering children with the natural world in a positive way. Okay. Welcome to today's Rethink What Matters podcast. And today I'm joined by Jenny Bailey, who is the co-founder and author of Tales from Mother Earth, igniting the conservationist in all of us, especially children, through realistic nature stories told from the point of view of Mother Earth. Welcome, Jenny. Jenny Hello, Paul. It's lovely to be here. Thank you. Paul Great. So the Rethink What Matters podcasts are all about aligning the economy with the ecology, with everybody so that we can create more profitable businesses, create stronger families, and a greener planet. So, you know, I think that family decline is probably one of those much overlooked global challenges at the heart of all of our woes. So I was really drawn to your books, Jenny, that connect the planet, conservation, children, and family. You know, so we're connecting climate challenges, biodiversity loss with families and children, which is just fantastic and is really sort of dead center to what these podcasts are all about. And the other part of this you should really like is I've recently spoken with Gary Grant and Dusty Getch, who I know, you know? And they're all about green roofs and biodiversity and greening the urban landscape, you know, improving urban biodiversity. And this is just fantastic because our podcast today really sort of closes that circle if you like. Jenny Does it deal? There's a lot to cover there, isn't there, really? Paul There is. It's huge. So really looking forward to this podcast. Well, should we just start with what was your journey that led you to writing these books? Jenny It was kind of what you've been saying, really. The idea kind of sprang forth in 2019 whilst I was talking to a colleague. I don't know if you remember 2019, but unfortunately, it's quite similar to what's happening and occurring now across the world. The wildfires are out of control again. America is looking decidedly bad in that respect on the East Coast. Australia is now looking bad again with this, the central wildfires that they've got there. Added to that David Attenborough said to us that the Garden of Eden was no more and I listened to that. And I just thought, whoa, you know, not that it was in decline, not that it was deteriorating, not that it's hanging on. But Paul, the fact that it was no more. Coupled with all of that, two other things, really. There was a big report that came out about the pollinators across the world being in major decline. And also, I think overriding all of this, Paul, is the fact that I'm a parent. It was like, we need to do something. We need to rise up. We need to do something that can make ourselves feel better. And I think rather the reaction of me doing something, I felt better. And I said, And so I wrote to David Attenborough to tell him what we'd actually achieved and the plan that we had in place. And Phoebe the Bee was published. And he actually wrote back to me saying thank you because, well, that just blew me away, actually. He's thanking me, and I can't quite get my head around that at all. But I wanted him to know from my heart really, because I'd heard his call, I wanted him to know that I was doing something, and I wasn't just sitting there doing nothing. It's really important to me that he knew what we were planning and what we were doing. And so I told him in the letter about some of our other characters, for instance, that weren't even published at that time. But I told him about the idea. He came back and he was, it was a beautiful letter from him just saying, you know, thank you for all you're doing, and I just think that is so precious. I'll never show anybody the letter in the respect of putting it out there in in social media or anything like that because it means so much to me. But every now and then I do inform people that, yes, I've received a letter from him in the household. Paul But it must have been lots of hints. He goes on TV, and he doesn't want people just to, you know, be watching it, drink it a cup of tea, he wants people to do stuff like he said. So that must mean a lot to him too. Jenny So for those reasons, yes, we started Tales from other animals. Paul Brilliant. Fantastic. So let's talk now about this series of books, Tales from the Countryside. Jenny Yes. Tales from the Countryside is the first series of Tales from Mother Earth. And in Tales from the Countryside, I have written seven stories so far. And there's loads more. Let's face it. And I think that's really important. And by the very nature of me getting engaged and writing these books and forging this whole venture made me feel better. It allowed me to look my children in the eyes and go I'm doing all I can. Paul What age range are these books targeted at? Jenny Well, they're for a three-year-old through to a ten-year-old. Yes. Because what we've done is because they're audio-picture story books. We've included just a simple story, really in the content of the book. And then at the back of the book, we've got the most important element, I think, in the book, which is the conservation message of what you need to do to look after that animal. Then we've got a coloring in picture and a fun facts page that children just literally love, and they consume all those facts, and they can share those with their friends. And then we've got a puzzle, like a crossword puzzle, at the end of the book. And I kind of think that once child's gone from, like, a three-year-old through to a ten-year-old, and this book is being with them on that journey of discovery. And their understanding has grown in the development grown along those years, then once they've got to the puzzle and they could complete the puzzle, then they've got the essence of the book. They've got everything they need. Paul It's a real education tool for parents and for teachers then, to use in helping to get this message across. Actually, you had to collaborate with others then, to get everything fact checked and, you know, with the i's dotted and the t's crossed. Jenny Absolutely. A great beekeeper in Kent called Mister Bumble, check out Phoebe the Bee. And we had Spike the Hedgehog was checked out by Hugh Warwick. Paul Is Mister Bumble? Sorry. Is mister Bumble really called Mister Bumble? Jenny Well, he is, actually. (laughs) But, to your point, it's really important to get every book and all the words checked to make sure what we're saying is correct, to make sure the information we're portraying and we've got in the book is correct. We're going back to the audio. You've got those two elements. You've got the full narrated story and then the read along. And then you've also got our own music as well. So you've got the animals theme music that will back the story. And then we've also added a piece of music called Mother Earth's theme. And where I asked our brilliant composer Chris to write a piece of music that evokes nature. And it's the most beautiful piece of music. It really is. It falls and crescendos, and it's almost like a cannon. It repeats itself a lot. And it's like a lullaby, really. Because when we tested it in nurseries that we had children doing that they complete the utter, flat out having a relaxation and time in the afternoon after they've been quite madly dancing like bees at one point. And then they were all still and relaxed and just resting on the floor, and the difference was incredible. Paul Brilliant. Brilliant. Can you tell us anything a little bit more about the characters? Because there's Phoebe the bee, and can you reveal who the other characters are? Jenny There's Phoebe… Do you want me to show you the books as well? Paul Brilliant. Yes. That'd be super fun. Jenny Thanks. So we have Phoebe the Bee. Phoebe the Bee. She's a worker bee. She's a honey bee, and she really stands there for all the pollinators that are having a hard time right now. So more flowers, please, for the pollinators. There’s Spike the hedgehog, nature’s favorite mammal, and we need to help him most definitely because they're on the red list to extinction. So we need to be more hedgehog aware definitely. And then there's Stanley the Water Vole. Paul Hello, Stanley. Stanley the Water Vole. Jenny His story is all about the issue of plastic in our waterways and what we need to do to stop well, what the implications really of putting plastic in our waterways and the hardships that Stanley and his friends suffer as a consequence of our careless actions. That’s creating many litter champions out there. Paul Really? They're seeing the trepidation of the stories, you know, with all the dangers that exist for these animals and how it all comes good in the end, hopefully, obviously, within your stories. Jenny It does all come good at the end. And in Stanley's case, if we are picking up litter and not allowing it to go into strains and rivers into our waterways, then that's going to be doing great things. If it's cumulative, obviously, everyone can make a difference doing great things for our waterways. Paul Yes. And to learn all this, from such a young age as well. It's brilliant, isn't it? So it's right up there with them going to school and learning about, I don't know, English and Maths and all the rest of it. Jenny I think so because we also teach children, obviously, that, you know, one person can make a difference, and I believe that absolutely wholeheartedly. I think it's really important to let children know that there's a power within them almost, isn't there? Power within them to make a difference. Paul Yes. And it's actually connecting the dots for them. I think that's one of the real values, isn't it? Jenny But also, Paul, the very nature of children being connected with nature, that there's so many benefits for children in nature that maybe many parents don't realize. Just time spent outside, looking at flowers or looking at the ground or looking at ants or looking at whatever you find that's alive out there because you know, there is a lot that's alive out there. And once you open your eyes to it, you can't stop to see more. And when I looked into it, I mean, I kind of knew them. But the list is endless. It goes on. It really does. And it's all outside. Paul I think there's a lot we can do in seeing ourselves as a part of nature. You know, not separate to it, not above it, you know, but actually we're a part of it. So that's the trees, the plants, the insects, the bugs, the animals, whatever it might be, you know, we're a part of it and if we were to get ourselves a bit more connected with nature. But this is like going about thousands of years or where it is, you know. You used to be connected in nature, didn't we? And then we've got disconnected from it. And then obviously, with the industrial revolution, we started turning everything into things we could buy and sell for modifying everything. So it’s definitely a bit of a reset that needs to happen. Jenny That and that's the other thinking behind the whole venture that if our books refer a child from the ages of three to ten. Paul Obviously, there's a lot of anxiety out there. There's a lot of mental health issues. A lot of people worried about the future. Younger generations, you mentioned the anxiety on the kid's faces when they're only little and there's, you know, and the little animals are in peril. So are you seeing that, you know, as you do your events, are people coming up to you and going, well, you know, I am anxious. I am worried. I am, you know, fearful of the future and what we're doing to the planet and this is what parents are saying to you? Is that sort of a message that's coming through as well? Jenny Working with a lot of primary schools, yes, absolutely. There is a lot of climate anxiety out there in children's minds because they've heard that sort of those statements, if you like, and they've taken them on board. And children are so on board with the solutions. They really are. They are buzzing to help Phoebe and wanting to help Spike. And going out on litter projects you know, so they're not dropping their litter. They're very, very aware of it. And so much so, also, when we did a recently, we did a Phoebe the Bee session. The children saw the groundskeeper literally that afternoon after the session and went, “Don't you cut the grass. Do not cut grass.” And their teachers said, you know, they've really taken on the messages and I was like, well, that's wonderful. That's really awesome. Really trying with our stories to keep to the simple message of that in improving children's mental health, improving the wildlife in our area. And I see that it's very simple things that we can do to make a difference without getting into... You're never going to find a Tales from Mother Earth that's talking about carbon capture, I don't think. Because, you know, a child from three to ten wouldn't really understand that. Although our most recent one is all about green roofs, but I see that as a very easy discussion to have with the child. Paul They are sort of nature based solutions to these things aren't they? Jenny That’s exactly what it is. Paul So there are trees, you know, the lot of nature's already doing everything we're trying to do. Jenny And I could maybe write a story one day about the importance of soil and putting a worm into the story or something like that. That would work. And children then to understand that would they take that on and register that. It's those messages that I think are fundamental to children to grasp and then to do action. Paul And it's helping parents to understand these issues as well. I mean, not a lot of people understand soil erosion, I don't think, and the implications of that and how it all works. It is a mad thing. The other day, I was eating a banana as you do, and I threw it in a busy public space I wouldn’t say where. And I threw the banana skin on the floor underneath a bush. I was literally berated, you know, for doing this thing. I should have put it in the bin. You know? So I thought that was quite funny. But that's how far off everybody is, right? Jenny It's like a while. They do take a while to sink down into the earth. Paul But, I mean, bananas are… It's still biodegradable. And we do need to be putting these banana peels and our apple cores and our orange peels back into nature. Because that's where it belongs. And if you go putting it in the bin, then somebody's going to have to pick it up, put it in a truck, transport it which takes energy, you know, which is CO2 generating. There's a long way to go isn't there? Well, just for all of us, I'm not perfect. I'm not saying. But we've definitely got a journey here to be more conservationist. So are you working with other charities, other organizations? Jenny There is a new book out where I've been working with the Green Roof Organization, which is a fabulous, not for profit, member organization, looking after all the organizations that are putting in green roofs and bi-solar roofs across the country. And over the last couple of years, I've been working with them to produce a children's storybook, again, connecting children with nature, but getting children to understand the benefits really of these green structures and the green roof. I mean, how it gives back to biodiversity, for instance, what you can do on a green roof. And what we actually did was created two characters, so we got Freya, a hairy footed flower bee. Paul Great. Hairy footed flower bee, love that. Hairy footed flower bee. Jenny I had to do some research on hairy footed flower bees, which was brilliant. Paul That's a real bee, is it? Jenny Yeah. It's a solitary bee. It really is a real bee. Paul It's not just a name you've given it? Jenny No. Freya’s her name. She’s a hairy footed flower bee. And Sarah is a Seven Spot European Ladybird. And it's their journey to the green roof. And this is our story. Paul Journey to the green roof. Brilliant. Jenny And it's, again, it's the same treatment as the Tales from the Countryside series but this one hasn't got CD in it for instance. Just got the QR code, and it's got a few extra bits in it as well because I was working with the Green Roof Organization, and they had some ideas of what they want in their story. So what they wanted in the content of their book, even. So it's got a few extra bits in it, but it's going out to lots of schools. We only launched it on World Green Roof Day last week, which was the sixth of June. So it's very, very new. It's gone out to about I think six hundred copies have gone out to schools already, and there was an incredible amount of sponsorship. So they're all the sponsor's names in the back of the book that all came on board, and all the sponsors actually have copies, and they were doing their own launch activities as well. It was really, really quite exciting. And this, the first feedback we're getting back from schools and children that are reading it is, they just love it. They love the story. They love the music, they love the pictures, and it's going down a storm, and it's just informing children of the benefits of green roofs because the Green Roof Organization, when I first met them, what, a couple of two or three years ago now. I mean, their motto is every roof should be green. Do you know what? I think I agree with them. I really do. And so we became members after a very kind invitation from their chair to become members with them. And they saw the bigger picture of us joining them right from the start. And I'm incredibly grateful for them to doing that because it kind of opened my eyes to kind of think about this story in a little bit more detail and bring it to fruition, which was brilliant. Obviously, all the expert knowledge in here is all come from growth, the Green Roof Organization. They're the experts when it comes to green roofs. Paul Actually, Dusty was probably involved in that as well, wasn't it? Jenny Dusty was very much involved in it. In all honesty, Dusty bless his heart, right from the start, wanted a hairy footed flower bee. Paul But did he? Jenny He did. He did. He loves hairy footed flower bees. Because when I was first talking to him about the story, he said we have to have a hairy footed flower bee in it, and I clocked that and wrote that down. I was like, right, hairy footed flower beer it is. So that's Freya, our hairy footed flower bee. That's right. You'll have to do some study now on hairy footed flower bees. They're incredible. They're solitary bees, and they're incredible. They look for holes in, like, soft cob walls and things like that to nest. They're just amazing. So there we are, some cob walls. So it's just lovely hearing feedback from all of our stories, actually, when people read them, when schools engage with them, to hear how they're getting on. And it's just a joy. It really is. I mean, It really is. We can do so much more together than what we can apart. And why should we be doing our own individual things when we can make much more of an impact together? It just makes sense to me. It really does. Paul So if schools want to reach you or businesses want to reach you for events or readings, what's the best way for them to get a hold of you? Jenny Probably the best way would be just send me an email at jenny@talesfrommotherearth.co.uk . If they want more information, we've got loads of information on our website. So that's talesfrommotherearth.co.uk We're also on social media, so Twitter, Facebook, Instagram, and I'm also on LinkedIn. I'm on LinkedIn as me, Jenny Bailey. And also we're there as Tales from Mother Earth as well. The other thing I've done recently is also upload a lot of our workshop material, our knowledge information, our workshop agendas, all the audio, everything like that onto our website. And what schools have been doing is reaching out to us and for a very small fee, we've been giving them a yearly allowance to use our material as they see fit really. So if I can't actually reach them to run workshops and to run reading sessions because like I said, I'm based in Kent. This allows us to reach a much wider audience where they can engage with all our material. It's all on there for them, lesson plans and workshop agendas, and samples, and all that sort of thing. And they can just tap in to whatever they need to, at whatever test stage of curriculum the children are actually investigating whether it's many beasts or bugs and grubs or if they're looking at bees and pollinators, for instance. There's so much information there with all of our storybooks. And as I add more story books, that will be an access that I'll be able to allow everybody to share as well. Paul Great. Thank you so much, Jenny, for your time on this podcast. It's been really educational, really insightful, and I think inspirational as well for anybody watching this podcast to give them the ideas, you know, and to help for them to see the importance of conservation and starting early as well, with kids and helping it and how it can help to build stronger families really as well, because it's all about spending time with kids, isn't it? Over something which is really meaningful. Jenny Thank you, Paul. I really appreciate it. Thank you for, yeah, sharing this journey with us. 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Why Business Productivity Matters COVID-19 has had an impact on worker productivity with many businesses struggling to survive. But there has been a decline in productivity growth in the UK for decades. In fact, the pandemic has highlighted that workers are willing to adopt new strategies and innovative new ways of working. Published on: 4 Jan 2024 COVID-19 has had an impact on worker productivity with many businesses struggling to survive. But there has been a decline in productivity growth in the UK for decades. In fact, the pandemic has highlighted that workers are willing to adopt new strategies and innovative new ways of working. A report from Peldon Rose, “The Office of the Future”, found that 35% of business leaders felt that workplace productivity had improved during the pandemic. Why Productivity Matters for Business Growth and Profitability Discover why productivity is the cornerstone for businesses aiming to drive sustainable growth and long-term profitability. Productivity is one of the primary driving forces behind business success, yet, the UK has witnessed a sustained period of poor productivity growth. In fact, the UK’s level of productivity is over 20% lower than other advanced nations including France, Germany and the US. As Paul Krugman, the Nobel Prize winning economist, said “ Productivity isn’t everything, but, in the long run, it is almost everything. ”. Boost Your SME’s Effectiveness and Profit Margins Pinpointing and solving the right problems today sets the foundation for tomorrow’s growth. By increasing productivity, you enhance profitability, build resilient teams, and reclaim valuable hours. The Hidden Cost of Low Productivity Without operational excellence, your business productivity suffers, making growth slow and eventually halting progress. It’s like pedalling a bike with flat tyres – exhausting and inefficient. But with fully inflated tyres, you move faster, further, and with less effort. Low productivity is the invisible gremlin that drags your business down. Productivity Gremlins Sabotage: Competitive Advantage Team Morale and Mental Health Operational Costs These gremlins often emerge during growth phases, silently eroding efficiency until profitability is compromised. Learn from the Best: The Elon Musk Approach to Productivity How did Elon Musk disrupt industries like banking, space travel, and automotive? By embedding operational excellence into PayPal, SpaceX, Tesla, and The Boring Company. His companies outperform legacy giants through relentless focus on efficiency and innovation. Operational Excellence is Your Competitive Edge It’s no longer enough for your product or service to outshine competitors – your entire customer experience must surpass expectations. Giants like Amazon and Apple redefine service standards, shaping customer expectations across all industries. Eliminate Friction to Drive Business Growth Operational excellence involves aligning every aspect of your business to deliver a seamless, world-class experience. From sales and marketing to HR and customer service, each function must integrate to reduce friction and boost productivity. The Power of Technology and Cross-Functional Knowledge Successful businesses leverage technology to understand customer behaviour and drive personalised experiences. Teams with cross-functional expertise can swiftly identify and resolve issues, strengthening the entire value chain. Toyota: The Benchmark for Operational Excellence Toyota leads the automotive industry through the renowned Toyota Production System (TPS), a model of operational efficiency. This approach is replicated across industries seeking sustainable growth. Transformation Should Be Continuous Process reengineering and business transformation must evolve from periodic, top-down initiatives to ongoing, bottom-up practices driven by employees. Daily incremental improvements across departments fuel long-term growth and resilience. Achieve Enterprise-Wide Operational Excellence Operational excellence must span the entire organisation – from IT and finance to marketing, sales, and beyond. Integrating productivity into every facet of your business secures profitability, customer loyalty, and competitive dominance. Increasing Business Productivity has a Shared Benefit for Everyone Companies benefit from business growth and higher profit margins. Employees have a better working environment, more disposable income and improved career opportunities. And, the government benefits from higher business tax and a stronger economy. We all benefit, as the country becomes richer, the standard of living rises and generates more money to be spent on health, education and welfare. Improving Productivity is about Working Smarter, not Harder Working even harder only lowers productivity through tiredness, mistakes and rework. Low levels of productivity can quickly become a vicious circle. Underpaid, undervalued and underqualified staff have low job satisfaction and therefore, perform poorly. Bosses are then producing and selling less due to poor productivity and, as a result, invest less in their employees which further undermines productivity levels. Important Skills Needed to Improve Business Productivity It is vital that a company’s management team possess excellent communication skills , know how to lead, delegate and most importantly motivate staff. Motivated, engaged and qualified staff take control of their own workload and contribute valuable ideas to the business which, in turn, increases workplace productivity. Sensible HR decisions and ongoing training are essential as employees who are underqualified for their role lack the confidence and skills for optimal performance. Productive staff produce the same amount of work in less time which can give your business a significant advantage over your competitors. Businesses can produce larger quantities, offer a shorter lead time or invest increased time and attention on customer service, therefore clinching an all-important sale. There is a long way to go in solving the productivity puzzle in the UK but it is a vital mission to save the UK business economy. Even a modest improvement in the performance of the bottom 75% of UK companies could generate an additional £130bn each year. This productivity crisis is what inspired us to start our business productivity improvement programme. We know that improving business productivity across the UK would produce huge benefits for not just employees and businesses, but our larger society. Previous Next Start Your Business Improvement Journey Our business improvement programme and smart operations provide clarity and a clear pathway forward for you and your team. Get Started

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6 Small Business Growth Strategies If you are looking to grow your business in the year ahead, we have put together some of the most used small business growth strategies you can implement. Published on: 28 Apr 2022 Growing your small business offers a range of advantages, from creating financial security for you and your family to sharing your innovative products or services with a broader audience. Whether you’re in HVAC , retail, hospitality, or professional services, understanding the best strategy for your sector is key to achieving sustainable, scalable growth. It’s not an easy journey, but by taking a systematic approach—such as adopting high-performance workflows or engaging in business coaching tailored to your industry—you can significantly increase your chances of success. Before You Begin Before putting any growth strategy into action, it’s essential to clarify your vision for how you want your business to evolve. Businesses can grow in many ways, including: Attracting more clients through targeted marketing Increasing sales with optimised pricing or new offerings Expanding geographically by opening new offices or stores Scaling operations by hiring additional staff Innovating with new products or services By aligning your goals with a clear strategy, you can position your business for long-term success while avoiding common pitfalls. Dive into our Value-Driven Business Coaching page to explore proven methods tailored to your needs, whether you're an HVAC specialist or a retail entrepreneur. Maximise Small Business Marketing Budget Maximising a small marketing budget is essential for businesses looking to achieve optimal results within limited resources. Efficient budget management enables small businesses to compete with larger counterparts, establish brand presence, and attract customers without overspending. It fosters creativity and innovation, encouraging businesses to explore unconventional yet impactful strategies. Moreover, judicious spending ensures that every marketing pound generates significant returns, driving growth and sustainability in a competitive market landscape. Small Business Growth Strategies Knowing exactly how you want to grow will help you set achievable goals for the year ahead and choose the right strategy for your needs. 1. Market Penetration The first strategy you may choose to adopt is market penetration. This is when you look to increase your market share. It’s the most utilised growth strategy for small businesses as it is the easiest to implement. Market share is the percentage of sales your company generates compared against the industry in general. The higher it is, the better for your business! To increase your market share, you need to sell more than your competitors. You can do this in a variety of different ways including: Reducing your prices Providing special offers and discounts Increasing your brand awareness Selling your products and services through new channels, such as online or other stores Making changes to your product or service to make it more appealing to customers To make the most of this strategy, you need to research your competitors and find out more about them. How much do they charge? What marketing channels do they use? Are there any weaknesses in their marketing strategy you can capitalise on? 2. Market Development This growth strategy is when you review your product or service and investigate other markets you can promote it to. According to CB Insights, 42% of businesses fail because of a lack of market demand , so reviewing the market you are currently in to see if it is a viable one can yield promising results. For example, let’s say you sell vegan snack bars and you’re currently marketing them towards people who eat a plant-based diet. If you want to boost sales, you could consider promoting your product towards people interested in fitness and exercise as a healthy post-workout snack. You can look into targeting different geographical markets too. If you sell your product locally in shops, you could reach out to stores in other regions to see if they would be interested in selling your product there. You could even set up an eCommerce store to expand your reach across the UK and beyond! 3. Market Segmentation Market segmentation is the opposite of market development. Instead of extending your reach into new markets, you are actively looking to focus on a more specific market. This may sound counterproductive, but it can be a great option if you are up against large competitors, and you want to find a more specific niche. For example, let’s say you provide web development, but you are up against a lot of other larger businesses that offer the same service. After carrying out research, you find a lot of prospective customers are in the construction industry, so you decide to specialise in providing web services for companies in this particular market segment. 4. Alternative Marketing Channels If you are only selling your product or service through one or two channels, expanding the ones you use may introduce your business to entirely new audiences. For example: You can sell your product or service online. You can either do this on your own website using an eCommerce plugin or on a third-party website like Amazon or eBay You can sell your product or service on a mobile app. For example, if you own a takeaway or restaurant, you can create an app that customers can use to order food for collection or delivery You can sell your product or service using social media. Social media has come a long way in the last few years and on platforms like Instagram, you can showcase your products directly through your posts! If you do sell your product or service exclusively online, why not look at selling offline? You can use farmers markets, sales expos and trade fairs to network with new customers and increase sales A multi-channel marketing strategy has its benefits. For example, did you know businesses with multiple channels retain 89% of their customers compared with 33% of businesses that don’t? 5. Product Development Sometimes it is not the way you market your product or service, but the product or service itself. With this business growth strategy, you develop a new product or service to sell in your current market (product expansion) or an entirely new market altogether (diversification). This strategy is common in the technology industries, where companies like Apple and Samsung release new versions of their phones every few years. The product doesn’t have to be something entirely new. You can add an additional feature to an existing product or update features when older ones go out of date. 6. Acquisition This growth strategy isn’t frequently used but can be a powerful and profitable one if it is successful. Acquisition is when one business purchases another. It is a tactic commonly used by larger businesses (a recent example is when facilities management company Mitie bought out competitor Interserve). However, smaller companies can use it to their advantage too. The benefits of acquisition include growing market share, acquiring brand new customers and securing rights to product lines. Previous Next Start Your Business Improvement Journey Our business improvement programme and smart operations provide clarity and a clear pathway forward for you and your team. Get Started

Dusty Gedge - Green Roofs and Urban Biodiversity. Dusty Gedge of Gentian Discusses Green Roofs and Urban Biodiversity. Green roofs, or "vegetated roofs" or "living roofs", are structures covered with living plants that enhance urban biodiversity. They provide habitats for various species, improving the overall ecological balance. By creating new green spaces in urban areas, green roofs support diverse plant and animal life, including birds and insects. These roofs offer numerous environmental benefits, such as reducing the urban heat island effect, mitigating stormwater runoff, improving air quality, and conserving energy. Green roofs contribute to preserving urban biodiversity while enhancing the sustainability and resilience of cities. Paul Thanks very much, Dusty, for your time on this podcast. I really appreciate it. Dusty So, yeah, my name is Dusty Gedge, and I'm currently the president of the European Federation of Green Roof and Wall Associations , and are quite well known in the UK and around the world on my work on green roofs and specifically green roofs and biodiversity. Paul So let's go back to the beginning in how you first became interested in green roofs and urban biodiversity. Dusty Well, I mean, I've got a rather interesting history, you know. When I was a teenager, I was a big bird watcher and naturalist. I was going to go off and, I don't know, do a degree in forestry or something. And for whatever reason, sex, drugs and rock and roll, I ran away and did a degree in theater arts. And became a circus performer and an actor. That's why I moved to London, to Southeast London. But twenty-three years ago, I set up a circus workshop for truants, who were smoking too much drugs, and these are young kids. I set up this workshop to try and use circus to get them to go back to school, really. The guy paying for that was part of a project in Deptford, Southeast London. And they wanted a bird watcher, and they knew I was a bird watcher. They wanted a professional bird watcher, and I got employed all these bird surveys, and I found a bird called the Black Redstart, which is a protected species. And it's an odd species because the kind of places that he likes to live are bomb sites, post-industrial landscapes, brownfield sites, you know, not pristine wilderness. And because he was protected, we had this idea we could put a heavy tower on the roof. And the rest is history. Paul And so it went from there? Dusty Yeah. And there's nearly up until the 2008 plan, nearly all the green roofs that were going in in London were before the Black Redstar. So King's Cross has got green roofs. I wrote that report 2001 because it started working for us. Paul Okay. Got you. I know that you've contributed to many projects and publications and conferences, and you've worked with NGOs and private organizations in raising the awareness of the benefits of green roofs. Dusty I suppose what I did was really, I was a birdwatcher. We found a rare bird, which we might talk about later. But I was really a bit of an environmental activist. And my main role in twenty-three years ago was to try and get a policy in London. And so I basically went to Europe to find out everything. Well, I basically went so that I knew more than anybody else. And I ended up writing the technical document with a colleague of mine, Gary Grant , to support the London plan, and the policy was enacted in 2008. And we've got the green roofs in London. Paul Brilliant. I've done a podcast with Gary, and he mentioned you. Dusty Really? Paul So yeah. Brilliant. And so I'm really glad to be recording this podcast with you, with yourself. And also I see that in terms of why we need to do this, that there are some fifty-six percent of the world’s population are living in cities today. Dusty Well, seventy-five percent in the European Union lives in cities that's even higher. Paul Right. Okay. And apparently, it's expected to increase up to seven out of ten people in 2050. Dusty There you go. You know? I mean, what that's saying is majority, you know, UN, globally, the majority of people in the world will be living in cities. And cities have a lot of problems. And one of the problems they have is a lack of soil and vegetation, but they have a lot of buildings. So if you saw vegetation on buildings, that should ameliorate many of the issues regarding the climate crisis and the biodiversity crisis. So green roofs help cities adapt to climate change. Paul But you can't believe how necessary this is today, with obviously global warming and all the problems we've got in society as well. Dusty Well, I think a lot of us, even back twenty-three years ago, maybe even longer than that, Green Roofs isn’t on the agenda when I was in the ‘70s, ‘80s doing environment. But, you know because of the climate crisis and all the gaps we're recognizing, now governmental level, that seems important. I mean, I was just going to tell you 2004 was the first time UK government used the word climate change. I remember those things. And in 2006, we had a heatwave in London, and I was getting millions of residents of council flats saying, you help us get on a green move car because we're overheating. Let's look at the six. Paul Right. Absolutely. So these things are moving things are starting to move a lot faster now. So there are many benefits to urban biodiversity in, you know, in green roofs. Can we just go through those benefits, what they are? But it's more than just having a pretty roof, isn't it? It's more than just having a green space. Dusty Yeah. I mean, let's look at the headline issues. Obviously, my interest is biodiversity, which we can talk in more detail later. But the main reason we need green roofs is urban cooling. Roofs do something called the albedo effect. They basically reflect heat back at night, and it makes the city temperature hotter. And it's generally hotter than in the countryside because the countryside has got vegetation of sorts. So what is known as the oven heat iron effect? Green roofs you know, you have to have a lot of them, will help cool cities down. So last year, we had the worst heat wave on record. The green rooms might not look as pretty as maybe some people may want, but they will help cool the city down. And the other thing associated with that often after heatwave, we get these really intense summer storms. You know, these aren't the one in a hundred year storms. These are intense short five minute storms. And green roofs are sponges. And they suck the rain up. And they obliterate local flash flooding, some are flash storms. Paul Okay. Alright. So they helped to -- water management is a part of that then, stopping the water building up on top of those roofs, overwhelming the drainage as well. Dusty Particularly in summer, intense summer storms because they're really, really intense. And then you've got all the other things. I mean, a big one for me now is well-being because of COVID, people being -- you know. And I was watching people in Italy locked away and I was going like, if they had a roof to go on and sit in nature. Paul Absolutely. Dusty So well-being is a very important thing, and it's slowly getting up the agenda in all cities and livability. And then you've got air pollution, you've got noise pollution. Green roofs are really good at cutting out low frequency noise, which is airplanes. A lot of the noise pollution. And, you know, air pollution. And to a certain extent, there's some carbon sequestration. If you got trees on it, the more [carbon sequestration], if they're marked on a green roof with your meadows, less carbon sequestration. The thing about green roofs, my friend Paul Collins always says, you're really good at saying this: Green roofs do a lot of things reasonably well. Most other things do only one thing very well. And that's a really important thing. Green roofs provide multiple benefits, not a single benefit. So a solar panel produces energy. That's what it does. But a solar panel on a green roof produces energy, and you got all those other environmental benefits. Paul I think it's just such an important subject urban biodiversity and urban greening, I think Gary called it. You know, just this idea of bringing the countryside into the cities and that has to be good for well-being, doesn't it? And families. So family is an important part of what we're trying to do in Awardaroo as well. So it's all about aligning the economy, the ecology with everyone. And family has to be a part of that, and green spaces can only help families too, can't it? I spoke with Jenny Bailey. And I'm going to be doing a podcast with her. What is it again? The Tales from the Countryside, a book. Dusty I gave a lot of advice to it. It's a story about hairy-footed flower bee and the black redstart stars in it. And it’s a rather lovely book, actually. [It] Really is lovely. Paul Yes. So it's beautiful that that's bringing all of this together as well, you know. Businesses are interested in this as much as the public sector. Probably more so. Dusty Well, I mean, I think it's starting to change. I mean, the main reason most people, most businesses have green roofs because there's an obligation in planning system, certainly in London. But what's very interesting this year, and I've noticed it already, most financial real asset companies have got to report on nature. It's a mandatory duty. And I go into a lot of banks and legal firms and, you know, a lot of people up in the city. And this year, I've noticed they're going, “Dusty, nature, it's really hit the business and our green roof.” This is really interesting. So I think what's going to happen now is, I think, businesses are going to start recognizing that this is not just something they were obliged to do through the national government or the greater London authority. The edge is a mechanism for them to report on nature that they're actually doing something meaningful on their own building. Paul Right. Brilliant. Well, that's great news. And I mean, it's got to be good for employee well-being, hasn't it? You know, it's just nice to have a green roof to go to. Dusty Yeah. Well, there's a little conflict there from my point, because what happened is, for whatever reasons, a lot of what happened in the United Kingdom has come from my laptop, or if it’s not from my laptop, it was Gary's laptop. Paul You two are the two main guys. Dusty A lot of ecologists say, “Oh, you know, these green roofs, they're for biodiversity, so people shouldn't go on them.” And I go, well, why? So there's a roof I go onto at 22 Bishopsgate. I can't remember which companies in here. I used to work at all there on open garden, open square weekend. Once doing the tour, and several of the people worked in that building, and they didn't even know they had a green roof. And I said, would you like to come and sit out on this roof and have a cup of coffee. I said, we'd love to. I said, but you were happy. I mean, this roof looks like Dungeness. If a roof is accessible, all of a sudden, it has to be private and lawn. And there's a video I want to do soon, because I'm going to sort of tell viewers, I've got this YouTube channel. I've been doing all these videos. I went to a restaurant roof in Zurich last year when I was there. It's just a wild, what they call, alluvial gravel wildflower meadow. It was just wild. And it's right in the center of Zurich. Now if that was in England, that would have been bamboo, lawn, and pivot hedge on. Paul And I think there's it'd be great if more people could, I think, anyway, you know, start promoting the idea of wild flowers and wild gardens, and getting everyone to not think that it has to be manicured to be livable. Dusty Well, I hope you’d like to have lawn gnomes made, because I'm a massive fan of lawn gnomes, May, June, July… Paul So what about the challenges then? The challenges of implementing urban biodiversity. Dusty [To be] specific, what we want in terms of urban biodiversity is, we want native wildflowers, native pollinators and native birds. And certainly what I do, mainly what I do. I mean, I do other stuff at ground level. But, you know, in terms of roofs, what we need to do is get a lot of our lovely the oxeye daisies, the viper's buglosses, the bird’s-foot trefoils, all what we call calcareous wildflowers onto our roofs. And, you know, within that, if people are going to have access to it, you could add some non-native but good for wildlife. You know, bamboo is non-native, but it It's got no use to wildlife. So what plants have got use to wildlife? And we started moving there, and there's one roof I should talk about, really. So this is at the Museum of the Home, which is viewable as you go into the museum, all from above the DLR. And I was asked to design this roof, it’s not really what I normally do because it's what is known as a semi intensive green roof. And they wanted it to represent what Museum of the Home was about. So I've got a friend of mine, David Matzdorf, who lives up in Islington, who's just (a) mad Yucca man, and he just plants all these mad plants from around the world. You know, not native. And, you know, I'm usually around wanting something like that. So I design this really amusing yuccas and alloys and curry plants. And, you know, I'm quite pleased with it because actually when you go look at it, you go like, this is really quite interesting, but it's on the planter with the London wild flower mix, which we use on pretty much. And people said to me, you know, that's really great, Dusty, because we've got these mad yuccas sticking out. And then you go, the Echiums and the Salvias and whatever. So, you know, there's a combination. There's a way of doing this that can give aesthetics. But for me, and I think Gary would agree because Gary is more like that, is it's the function first, not the form. Function - what is it functioning there to do? Deliver for porosity? So let's get that right. Paul And it sounds to me, you know, from what you were saying a little bit earlier that people can set these green roofs up and kind of leave them. Dusty Well, that's what happens most of the time. But I think, you know, what's interesting you go to places like Berlin, you got a lot of social housing where the residents can come to these native meadows and look at them, and they will have sunbathe on them. There's a little rule. So sunbathe on them with differently, but in other examples, it says all it's like in Germany. You find in Germany, it's really nice meadow roofs, which are my kind of roof, but they're maintained properly. They're installed properly, and they enjoy them. Paul Are unkept, green roofs still meet some requirements of whatever green roofs are meant to be doing there? Dusty Only if it's done properly. Paul Still going to need to be maintained, though. Dusty Only if it's doing minimal maintenance. Maintenance are a green roof, because it's not like a normal meadow ground level. It doesn't need mowing it. What it needs is a bit of an annual weeding for essentially woody plants. Do you want woody plants on the green roof? Paul Right. How often are these roofs just left like that then? How often is a project just to have a green roof up there as opposed to a nice living space? Dusty Well, the majority of green roofs in most cities in Europe are what are known as extensive green roofs which really aren't roof gardens or parks. The issue in countries like the UK is because they're out of sight, out of mind, people aren't installing them as good as they should be, that's the issue. Paul And what's the consequence of them not installed as good as they should be? Dusty They're not as diverse and they're not as florally rich. That's going to change because, essentially, from November, I think, this biodiversity net gain (BNG) comes in, which is a big extension. And in the city, about the only way you're going to get biodiversity net gain, and it will be in an inner city. And they're going to have to monitor those for five years. And I know that because I wrote the metric for BNG. I'm already saying to some of these developers. I said, you know, you're going to have to be really, really careful about what you purchase. Because if you're going to have to monitor that, and it's not installed properly, you know, you can have some issues. So you're going to have to up your game, you know. Paul So issues being? Dusty Well, if it doesn't deliver for biodiversity in terms of the metric, so it’s not in the scope. Paul And how is that going to be measured? This ten percent net gain. Dusty Well, I have a process to measure biodiversity net gain on green roofs. But, yeah, that's a commercialism that I have. But, essentially, somebody's going to have to go up there and say whether it meets the metric. You know, all remotely like my company Gentian does? What that means is, I specify a lot of those, and then for whatever reason, they asked me to come and basically inspect them and tick them off. I go back, I say that's not what I specified. Paul Okay. So how have they changed it? What would typically would they have done? Dusty I don't want to go into that. I think it could be the assistance of my plan. I think this is going to be better, and he's convinced them. But if you do that with part of us in net gain, you use an inappropriate system. That's going to cost a lot. Paul We need those things done properly, don't we? Just tell us a little bit about your company then, please, Dusty. Dusty I'll give you the background too. So, because we set up this policy in 2008, and when you go about 2010, there was about, 200,000 square meters of green roofs in London. Well, you know, I wanted to know how many green roofs were installed. So I'm not joking. I physically, every summer in 2015 until 2020, mapped all the roofs in London. Google maps. Paul Google maps? Dusty I'm completely Sather. I'm a real Sather. So I have to meet a mate of mine, and he said to me, yeah, we could do that remotely using satellite. So we started the company, initially, to remotely map green roofs, and we're doing lots of work for local authorities across the United Kingdom. And in fact, that published a league table of the United Kingdom because I'm at thirty-four of the cities. And that's now moved… well, it was always intended to move to be able to remotely assess a green roof in terms of part of us in that game. But we're also now doing that out in the wider country side, so we can map habitats. And we can put a plot life to map and verify whether our AI is really good at identifying you know, certain habitats characteristics. What we're very good at is identifying different grasslands, which, often, ecologists get wrong as well. So Gentian , it's a smart meter for nature, as we like to call it. Paul Smart meter for nature. How do you spell Gentian? Dusty Gentian is a French well, it's an Alpine flower, G-E-N-T-I-A-N. And it's an Alpine flower. And we have a couple of French speakers in our company who I think they were the ones who decided. Paul Are birds returning to cities where there are green roofs? I mean, going back to your bird story, I guess? Dusty There's a lot of black redstarts in London. I mean, I can’t be certain. But the story that I tell, I've got a video on my YouTube channel coming out in the next three months. The linnet basically, the linnet is this small finch that was once really common. Victorians, it did have a bit of a collapse because Victorians got into caging it, and then that got banned. But, you know, it's a very pretty, but it's not like a goldfinch. Everybody goes, all goldfinches. Linnets are kind of a little bit boring. But I've got a book of finches that I bought when I was a young teenager. It was written in 1953, but then it was common. Absolutely common. It's quite a famous book by Eric Simms for birdwatchers out there. In my lifetime, the linnets’ populations collapsed because of intensive agriculture. So in the early days when I was doing all this bird watching professionally, I was actually the official bird watcher for the Dome back in 1998-1999, 2000-2002. So I did all the bird surveys around the Dome. And there were about six to ten pairs of linnets on the dome area, a whole peninsula, the whole peninsula. Now, for whatever reason, there's a roof that I've been heavily involved with the last five years. And on that roof, that roof has been completely seeded by seeds that I've collected from around Kent in Southeast England, South East London. That roof in 2020 had twenty linnets feeding on it. There are now more linnets on the Greenwich peninsula than it was twenty-three years ago. And that, because every single new development of the grand peninsula, which is a lot of developments all have green roofs, and the linnets are using the green roofs to feed on. When I stand up in front, I do a lot of public speaking, that really makes me cry. Paul That's brilliant. That goes to show then all and everything that follows from that, you know, kids looking out of their windows, seeing those birds. You know, what do they need to do to go get themselves a green roof besides contacting yourself? Dusty Well, the first thing is (to) be very careful when you go on to Google and don't buy the lightest system possible, which is what everybody does, and then in a heatwave it dies. So I have said, I've got another little thing called greenrooftraining.com, which is a free guide to a DIY green roof, or garage and extension. And it explains all the structural implications, the waterproofing and inclinations. And it tells you, right, you can go for that. But if you run a really good green roof and look out of your bathroom and clean your teeth, and enjoy it, do it like this. Paul Okay. Can you give us two or three things to think about, you know, in in terms of what they might learn on your course? Dusty Well, it's an online guide. It's not a course. Essentially, you want to have at least ten centimeters of soil. We call it substrate, which is a stony aggregate. You know that much. If somebody says to you, oh, we can give you the lightest green roof, you know that's not what you want. Light means not good in the green roof. You know, it's vegetation. Light means good from a structural engineering point of view, not from another point of view. That's a good point, I'd like to go ten centimeters. And, you know, get it built by a contractor using our guide. So that it's coming out. And then what you want to do is you want a mix of sedums and wildflowers. But people say, oh, I want one of those sedum reaves, don't I? You go, no. You've got a mix of sedum and wildflowers, and then you'll really get a lot of joy out there. Paul Let's get on to the other half of this, which is, you know, maintaining them, looking after them afterwards. Well, is it just like any garden then, I suppose? Dusty I mean, the beauty of a green roof is they're so low maintenance if they're done well. You don’t have to really worry about it. Now last summer, I'm not into irrigating because actually plants are quite good at bouncing back. So one of the problems with it last year was that it's the grass that goes yellow, and it's grass that sets on fire. This is slightly relevant. So there was a wildfire near here. I went next day, and all over where the wildflower was, all the wildflowers were still alive. They were green because they're deep rooted. So it was grass that was on fire. So, you know, the great thing about a green roof is you generally don't put grass on it. So it takes longer to die off, but it will. But the beautiful things about wildflowers are is they will bounce back. When you water too much, once you stop irrigating, everything's going to die because they get used to the drug. So try to not put too much water on your roof. Paul Okay. That's a good tip. Really? I like that tip. Dusty Lean and mean. The main thing is, you know, to keep things as native as possible, stop putting non-natives in, but do things which are good. And the other thing is what's important in a garden is to have you know, it's a bit technical this is have wildflowers which have different sizes of sepals. Right? So long sepals, sepals which long tongued bees could go into, and then you have things like daisies, which have really tiny sepals. So the short tongued ones can, you want diversity is best. Diversity is best. Get rid of the lawn. Paul Get rid of the lawn. Absolutely. There's like a lawn near me. They just let it grow wild. Do you know? It looks great. And just so that they everybody knows that they've done it deliberately, they've sort of just mowed around the outside the circumference, the perimeter. Dusty I get told off on social media for being -- Somebody told me, “You're the lawn Gestapo, Dusty.” I'm going like, I don’t like lawns. Paul Well, I think we have a problem with everything being too manicured, don't we? This is it, you know. So everything's too neat and tidy, which doesn't help nature. Dusty You know, I walk around when we have an intense thunderstorm. I walk around and see all these downpipes coming from people's houses. And they just pour them onto the street, and all that rainwater was going into the sewage system. In parts of Germany and parts of actually United States of America, you're the polluter. You've got to do something about it. So, you know, one of the things you can do is, like, when you got downpipe, you can run your rainwater through a rain garden and have, like, active storage. So they're like, temporarily wetlands, they're not breaking the drainage route. They're just there. It's only rain gardens. Gary and I wrote a guide on this a few years ago, but you just go rain gardens. There's hundreds of sites in America which tell you how to do it. I've got forty videos I'm slowly making of different aspects of the work that I've done over the twenty-five years. And that's what I want to do is I want to communicate. I'm trying to move away from being, you know, mister policy guru, design consultant guru, because consultancies are a funny old game. And I used to be an entertainer, and I want to kind of bring my knowledge in my entertainment skills to the front because I feel I've got some stories to tell. Paul Absolutely, if you can bring your entertainment skills alongside your technical understanding and expertise, that's an absolute winner, isn't it? Dusty, I really want to say thank you. I really appreciate your time and help to educate us and, you know, with the audience. Cool. And, yeah, Thank you again. Dusty Not at all, Paul. Thanks for inviting me. Previous Next

Embracing Agile: A Transformational Approach to Modern Business Embracing Agile is a paradigm shift towards flexibility and collaboration. It empowers organisations to adapt rapidly, enhance customer satisfaction, and foster continuous improvement. Agile is not just a methodology; it's a transformative mindset essential for thriving in today's ever-evolving business landscape. In the fast-paced and ever-evolving landscape of today's business world, agility has become more than just a buzzword; it's a fundamental necessity. Embracing Agile methodologies has emerged as a transformative approach that empowers organisations to adapt, innovate, and thrive in an environment characterised by uncertainty and rapid change. In this 1000-word exploration, we delve into the core principles of Agile, its benefits, and practical steps for implementation. Understanding Agile At its core, Agile is a mindset and a set of principles that prioritise flexibility, collaboration, and customer-centricity. Originally developed for software development, Agile has now found applications across various industries, including project management, marketing, and even HR. The Agile Manifesto, created in 2001 by a group of software developers, serves as the foundation for Agile principles. The Agile Manifesto The Agile Manifesto outlines four key values and twelve principles that guide Agile practices. The four core values are: Individuals and interactions over processes and tools: Agile emphasises the importance of people and their collaboration in achieving project success. It values face-to-face communication and teamwork. Working software (or product) over comprehensive documentation: Instead of focusing excessively on documentation, Agile encourages the delivery of a functional product or software that meets the customer's needs. Customer collaboration over contract negotiation: Agile promotes customer involvement throughout the development process to ensure the product aligns with their evolving requirements. Responding to change over following a plan: Agile recognises that change is inevitable and values the ability to adapt to changing circumstances, even late in the project. The Agile Principles The twelve principles derived from the Agile Manifesto further elucidate its values and provide a practical framework for Agile implementation. These principles include fostering customer satisfaction, welcoming changing requirements, delivering products frequently, and maintaining a sustainable pace for the team, among others. Benefits of Embracing Agile Embracing Agile methodologies can yield numerous benefits for organisations, both large and small. These advantages extend beyond software development to encompass all facets of business operations. 1. Enhanced Flexibility Agile allows organisations to quickly respond to market changes, customer feedback, and emerging opportunities. Teams can adjust their priorities and work on the most valuable tasks, ensuring that resources are used efficiently. 2. Improved Collaboration Agile promotes a culture of collaboration and cross-functional teamwork. Teams work closely with stakeholders, share knowledge, and continuously improve their processes. This collaborative approach fosters innovation and drives better results. 3. Faster Time-to-Market Agile's iterative and incremental approach to development enables organisations to deliver products and features more rapidly. This agility is especially valuable in industries where time-to-market is a critical success factor. 4. Increased Customer Satisfaction By involving customers throughout the development process and responding to their feedback, Agile ensures that products and services better align with customer needs and expectations. This leads to higher customer satisfaction and loyalty. 5. Better Risk Management Agile encourages early and frequent testing, which helps identify issues and risks sooner in the development process. This proactive approach to risk management reduces the likelihood of costly late-stage changes. 6. Continuous Improvement Agile promotes a culture of continuous improvement through regular retrospectives. Teams reflect on their processes and outcomes, identify areas for enhancement, and implement changes iteratively. Embracing Agile: Practical Steps Transitioning to Agile requires more than just adopting a new set of practices; it necessitates a cultural shift within the organisation. Here are practical steps to embrace Agile successfully: 1. Leadership Buy-In For Agile to thrive, leadership must endorse and actively support the transformation. Leaders should understand Agile principles and communicate their commitment to the organisation. 2. Training and Education Invest in Agile training and education for your teams. Equip them with the knowledge and skills needed to implement Agile practices effectively. 3. Form Cross-Functional Teams Assemble cross-functional teams that include members with diverse skills and perspectives. This diversity fosters innovation and ensures that all aspects of a project are considered. 4. Define Clear Objectives Clearly define project objectives and the desired outcomes. This provides teams with a shared vision and a sense of purpose. 5. Implement Agile Frameworks Choose an Agile framework that aligns with your organisation's needs, such as Scrum, Kanban, or Lean. Tailor the framework to fit your specific context. 6. Iterative Development Break down projects into smaller, manageable iterations. Focus on delivering a minimum viable product (MVP) early and then build upon it based on feedback. 7. Frequent Communication Facilitate regular communication among team members, stakeholders, and customers. This ensures everyone is informed and can provide input throughout the project. 8. Embrace Change Embrace change as an opportunity for improvement rather than a disruption. Agile teams are flexible and adapt to evolving requirements. 9. Measure and Learn Implement metrics and key performance indicators (KPIs) to assess progress and outcomes. Use data-driven insights to make informed decisions and drive continuous improvement. 10. Foster a Culture of Continuous Improvement Encourage teams to regularly reflect on their processes and outcomes. Celebrate successes and address areas for improvement in a blame-free environment. Conclusion In today's dynamic business environment, embracing Agile is not a choice but a necessity. Its principles and practices offer organisations a way to thrive amid uncertainty, adapt to change, and deliver value to customers more effectively. By cultivating a culture of flexibility, collaboration, and continuous improvement, businesses can position themselves for success in an ever-evolving landscape. Embracing Agile is not just a transformation of processes; it's a transformation of mindset that empowers organisations to innovate, excel, and lead in their respective industries. Previous Next Start Your Business Improvement Journey Our business improvement programme and smart operations offer clarity and a well-defined pathway for you and your team to move forward confidently. Get Started

A Comprehensive Guide to Change Management Frameworks How to Leverage Change Management Frameworks for Operational Excellence, Business Execution, and Effective Project Management In the ever-evolving landscape of business, change is the only constant. Organisations that thrive are those that can navigate change effectively, adapting to new realities with agility and resilience. However, the journey through change is often fraught with challenges, particularly when it comes to maintaining operational excellence, ensuring seamless business execution, and managing complex projects. This is where change management frameworks come into play. These frameworks provide structured approaches to managing change, helping organisations transition smoothly from the old to the new while maintaining high standards of performance. In this article, we’ll explore the importance of change management, delve into some of the most widely recognised frameworks, and discuss how to choose the right one for your organisation. The Importance of Change Management Change, whether technological, organisational, or cultural, can disrupt even the most stable environments. Without a structured approach to managing change, organisations risk falling into chaos, leading to decreased productivity, low morale, and even financial loss. Effective change management mitigates these risks by: Minimising Disruption : By planning and managing change systematically, organisations can reduce the impact on daily operations and ensure continuity in business execution. Engaging Employees : Change can create uncertainty. A good change management process involves clear communication and employee engagement, which can alleviate fears and build support. Achieving Desired Outcomes : Change initiatives often have specific goals, such as improving efficiency, enhancing operational excellence, or increasing market share. A structured approach ensures that these goals are met while keeping the organisation on course. Understanding Change Management Frameworks Change management frameworks provide the tools and processes needed to guide an organisation through change. They offer a roadmap, helping leaders and managers understand what needs to be done at each stage of the change process, whether it involves improving project management practices, enhancing operational processes, or driving strategic business execution. Let’s explore some of the most popular and effective change management frameworks. 1. Kotter’s 8-Step Change Model Developed by Dr. John Kotter, a professor at Harvard Business School, Kotter’s 8-Step Change Model is one of the most widely used frameworks in the world. It emphasises the importance of preparing for change and involves the following steps: Create a Sense of Urgency : Help others see the need for change and the importance of acting immediately. Build a Guiding Coalition : Assemble a group with enough power to lead the change effort, encouraging teamwork and trust. Form a Strategic Vision and Initiatives : Develop a clear vision to help direct the change effort and create strategies to achieve that vision. Enlist a Volunteer Army : Empower and encourage a broad base of people to drive change. Enable Action by Removing Barriers : Remove obstacles and empower others to execute the vision. Generate Short-Term Wins : Create visible, unambiguous success early in the change process. Sustain Acceleration : Use the credibility from early wins to drive ongoing change. Institute Change : Anchor the new approaches in the organisational culture. Strengths : Kotter’s model is highly action-oriented and provides clear steps that can be easily communicated and followed, making it effective for driving business execution. Challenges : It can be too linear and rigid for more complex or iterative change processes. 2. ADKAR Model Developed by Prosci, the ADKAR Model is a goal-oriented change management model that focuses on the individual’s journey through change. It’s based on five building blocks: Awareness of the need for change. Desire to support and participate in the change. Knowledge of how to change. Ability to implement the required skills and behaviours. Reinforcement to sustain the change. Strengths : The ADKAR Model is highly focused on the individual, making it particularly effective for changes that require widespread adoption at the employee level. Challenges : While excellent for individual change, it may need to be supplemented with broader organisational change strategies, especially in the context of large-scale project management. 3. Lewin’s Change Management Model Kurt Lewin, a social psychologist, developed one of the earliest change management models, which remains relevant today. Lewin’s model is based on a simple three-step process: Unfreeze : Prepare the organisation to accept that change is necessary, which involves breaking down the existing status quo. Change : Execute the change, where new processes, behaviours, and attitudes are introduced. Refreeze : Solidify the new state after the change, ensuring that the new ways of working are embedded in the organisation. Strengths : Lewin’s model is straightforward and easy to understand, making it a good starting point for organisations new to change management. Challenges : The model’s simplicity can be a drawback in more complex change scenarios. The concept of “refreezing” may also seem outdated in today’s fast-paced business environment, where continuous change is the norm. 4. The McKinsey 7-S Model The McKinsey 7-S Model is a holistic approach to organisational change that considers seven interdependent factors: Strategy : The plan devised to maintain and build competitive advantage. Structure : The way the organisation is structured and who reports to whom. Systems : The daily activities and procedures that staff members engage in to get the job done. Shared Values : The core values of the company that are evidenced in the corporate culture and the general work ethic. Style : The style of leadership adopted. Staff : The employees and their general capabilities. Skills : The actual skills and competencies of the employees. Strengths : The 7-S Model is comprehensive and helps organisations see how different elements of the organisation are interconnected. It’s particularly useful for organisational redesign, operational excellence, or transformation. Challenges : The complexity of the model can be overwhelming, and it may require significant time and resources to implement effectively. 5. The Bridges Transition Model Developed by William Bridges, this model focuses on the emotional and psychological impact of change, emphasising the transition process rather than the change itself. The model identifies three stages: Ending, Losing, and Letting Go : Employees must let go of the old ways before they can accept the new. The Neutral Zone : A period of confusion and uncertainty, where old habits are no longer effective, but new habits have not yet been fully adopted. The New Beginning : The final phase, where employees begin to embrace the new processes and ways of working. Strengths : The Bridges Transition Model is particularly useful for managing the human side of change, addressing resistance and helping employees navigate their personal transition. Challenges : It’s less focused on the organisational structure and processes, so it may need to be used in conjunction with other models to ensure effective business execution. 6. The Burke-Litwin Change Model This model is an advanced tool that looks at the drivers of change and their effect on an organisation. The Burke-Litwin Model identifies 12 interconnected elements that affect change: External Environment Mission and Strategy Leadership Organisational Culture Structure Management Practices Systems (Policies and Procedures) Work Unit Climate Task and Individual Skills Individual Needs and Values Motivation Performance Strengths : The model is thorough and considers both internal and external factors that influence change, making it ideal for large-scale transformations and complex project management. Challenges : Its complexity can be a barrier to implementation, requiring a deep understanding of the organisation’s intricacies. 7. Rostone 5Ts Continuous Change Management Framework Developed by Paul Freudenberg, the Rostone 5Ts Continuous Change Management Framework is designed to address the demands of modern business environments, emphasising agility and proactive engagement. The Rostone 5Ts framework is built around five key elements— Traits, Trust, Time, Talent, and Teach —which serve as pillars for guiding organisations through change: Traits: Cultivate leadership qualities essential for navigating change. Trust: Establish trust to enable effective collaboration. Time: Ensure sufficient time is allocated for meaningful implementation. Talent: Harness and develop organisational talent to support change. Teach: Encourage continuous learning to reinforce and sustain change. Strengths: The framework provides a comprehensive, human-centered approach adaptable to various organisational contexts. Challenges: Significant investment in leadership development and cultural alignment is required. Without these, changes may not endure beyond the initial implementation phase. Choosing the Right Change Management Framework Selecting the right change management framework depends on factors such as the nature of the change, the organisation’s size, culture, and the level of employee involvement. Scope of Change: For large-scale organisational changes, comprehensive models like McKinsey 7-S or Burke-Litwin may be suitable. For more focused changes, such as software adoption, Kotter’s 8-Step Model or ADKAR could be effective. Employee Impact: For changes that significantly affect employees, consider human-centric models like the Bridges Transition Model or the Rostone 5Ts, which emphasises leadership, trust, and continuous learning. Organisational Culture: The chosen framework should align with the organisation’s culture. For instance, a highly hierarchical organisation might find Kotter’s model more suitable, while a more collaborative environment may prefer the McKinsey 7-S Model or the Rostone 5Ts. Change Management Maturity: If your organisation is new to change management, starting with a simpler model like Lewin’s may be beneficial. More mature organisations with experience in managing change may benefit from more complex frameworks such as Burke-Litwin or Rostone 5Ts for continuous improvement. Implementing Change Management Frameworks: Best Practices Start with Clear Leadership : Strong leadership is crucial in driving change. Leaders must communicate the vision, align the team, and lead by example. Engage and Communicate : Open communication is key to reducing resistance. Keep employees informed, involved, and motivated throughout the process. Be Flexible : While frameworks provide structure, it’s important to remain flexible. Be ready to adapt your approach as needed based on feedback and changing circumstances. Measure and Adjust : Continuously monitor the progress of the change initiative. Use metrics and feedback to make necessary adjustments to the plan. Support Employees : Provide the necessary training, resources, and support to help employees navigate the transition. Acknowledge their concerns and celebrate their successes. Conclusion In a world where change is inevitable, organisations that can manage it effectively are the ones that will thrive. Change management frameworks offer invaluable tools to guide organisations through the complexities of change. Whether you’re facing a minor shift in strategy or a major transformation, selecting the right framework and implementing it effectively is key to achieving operational excellence, seamless business execution, and successful project management. Previous Next Start Your Business Improvement Journey Our business improvement programme and smart operations offer clarity and a well-defined pathway for you and your team to move forward confidently. Get Started

What are High Biomass Crops? High biomass crops, such as switchgrass, miscanthus, willow, giant reed, and energy corn, are cultivated for their abundant organic material. These crops offer a renewable source of energy through biofuels and biomass power, reducing reliance on fossil fuels and promoting sustainability in the energy sector. High biomass crops, also known as energy crops or dedicated energy crops, are plants specifically grown for their high biomass yield, which refers to the amount of organic material they produce per unit area. These crops are cultivated with the primary purpose of producing biomass that can be used as a renewable source of energy. Several types of high biomass crops are commonly grown for energy production, including: Switchgrass: Switchgrass is a tall, perennial grass native to North America. It is known for its high biomass yield and adaptability to various climates and soil types. Miscanthus: Miscanthus is a genus of perennial grasses that can grow over 3 meters tall. It has a high photosynthetic efficiency and can produce significant biomass yields. Willow: Certain species of willow, such as Salix viminalis and Salix purpurea, are cultivated as high biomass crops. They can be grown in a range of environments and are known for their rapid growth and high biomass production. Giant Reed: Giant Reed, also known as Arundo donax , is a tall perennial grass with a high biomass yield. It can be grown in warm climates and has been used as a feedstock for bioenergy production. Corn (Maize): Corn is a widely cultivated crop that can also be grown for biomass production. Specifically, certain varieties of corn, known as energy corn or sweet sorghum, have been bred for their high biomass potential. These crops are often used as feedstock for various forms of bioenergy, such as biofuels (e.g., ethanol and biodiesel) and biomass power generation. High biomass crops offer the advantage of being renewable, as they can be harvested and regrown, reducing dependence on fossil fuels and contributing to a more sustainable energy system. Previous Next Unlock Healthy Business Growth Discover strategies to enhance profitability, cultivate a greener and more sustainable business model, and elevate overall well-being. GET STARTED

Leveraging Sustainability Business Plans to Support the Sustainable Development Goals (SDGs) Discover how sustainability business plans play a pivotal role in advancing the Sustainable Development Goals (SDGs). Learn how your business can make a positive impact on a global scale. Empowering SDGs through Sustainable Business Strategies. In the face of global challenges such as climate change, poverty, inequality, and environmental degradation, the United Nations introduced the Sustainable Development Goals (SDGs) in 2015. These 17 interconnected goals serve as a blueprint to address pressing global issues by 2030. Achieving the SDGs requires a concerted effort from governments, businesses, civil society, and individuals. Among these stakeholders, businesses play a pivotal role. In this post, we will explore how sustainability business plans can be harnessed to advance the SDGs, emphasising the potential benefits for companies, society, and the environment. Creating Regenerative Growth for a Greener Future Sustainability alone won’t stop climate warming. To make a real difference, we must move beyond sustaining and focus on regenerating. Green growth and a green economy require businesses to set regenerative goals across all stakeholders. Here’s why net zero and sustainability efforts fall short: 240 Years of Environmental Damage For over two centuries, human activity has severely degraded natural systems. Sustainability cannot restore ecosystems to their original state. Regeneration is the only way forward. We’ve been digging this hole for 240 years – now it’s time to climb out. Simply sustaining our current position perpetuates climate warming rather than reversing it. Regenerative practices are critical to rebuilding essential biological systems. Inadequate Response to Rapid Economic Growth The pace of global economic growth is accelerating, amplifying climate change, biodiversity loss, and resource depletion. Sustainability aims to slow the damage, but we must do more. Regenerative solutions actively reverse environmental harm and build resilience into ecosystems. To offset the environmental impact of growth, businesses need to be NET POSITIVE, not just net zero. This approach creates the capacity to support expanding economies and populations. Less Harm is Still Harmful Reducing harm doesn’t equal doing good. Sustainability often implies that minimising negative impact is sufficient. However, this mindset only delays collapse. Net zero goals can be achieved through carbon offsets rather than emission reduction, promoting the wrong behaviours. Offsets, such as tree planting, can take decades to deliver meaningful results. Regeneration, by contrast, focuses on immediate positive impact, creating long-term solutions that build back better. Distant 2030 and 2050 Targets Lack Urgency Setting sustainability goals for 2030 or 2050 risks complacency. These distant targets encourage short-term fixes rather than lasting solutions. How will progress be measured? Will offsets that take decades to materialise count? Regenerative goals demand immediate action, driving innovation and long-term thinking to address environmental challenges today. The Wrong Mindset Sustainability fosters the illusion of balance and steady-state conditions. In reality, change is accelerating. Believing that we can simply sustain today’s systems ignores the urgent need for transformation. Regeneration acknowledges this accelerating change, pushing businesses to innovate, adapt, and thrive. Lack of Positive Vision Sustainability lacks inspiration. It sets a defensive goal of avoiding harm rather than pursuing growth and renewal. Regeneration fuels creativity, motivates innovation, and drives technological breakthroughs. A positive vision of a greener, regenerative future encourages people to excel, fostering excitement rather than fear. Hardship Makes Change Unlikely Economic hardship stifles collective action. When people face financial insecurity, they prioritise immediate survival over long-term environmental goals. Societies experiencing economic downturns or environmental collapse are less likely to invest in sustainable initiatives. Regeneration must address economic and environmental issues simultaneously to ensure equitable progress for all. Beyond Sustainability: The Regenerative Imperative While sustainability is an essential step, it’s not the final destination. Regenerative practices, long-term vision, and stakeholder collaboration are vital to creating a thriving, resilient future. By addressing climate change head-on, businesses can unlock new opportunities, mitigate risk, and lead the way in building a truly green economy. Aligning Business Goals with SDGs The first and most crucial step in utilising sustainability business plans to support the SDGs is to align the goals of the business with the SDGs. This involves an in-depth analysis of how the company's operations, products, and services can contribute to the global goals. By doing so, businesses can identify where their activities intersect with the SDGs and craft strategies to maximise positive impacts. For example, a renewable energy company can directly contribute to SDG 7 (Affordable and Clean Energy) , while a fair-trade coffee producer can support SDG 1 (No Poverty) and SDG 12 (Responsible Consumption and Production). By identifying these intersections, businesses can set clear targets and develop action plans that address both their financial objectives and the SDGs. Promoting Responsible Consumption and Production One of the key SDGs, SDG 12 , emphasises the need for responsible consumption and production patterns. Sustainability business plans can actively contribute to this goal by adopting eco-friendly practices , reducing waste, and promoting resource efficiency. This not only helps businesses minimise their environmental footprint but also appeals to consumers who are increasingly concerned about the ethical and sustainable aspects of products and services. For instance, adopting a circular economy approach can significantly reduce waste and promote the recycling of materials, thereby supporting SDG 12. Companies can also invest in innovative technologies and processes that reduce resource consumption, lower emissions, and minimise environmental impact. Strengthening Corporate Social Responsibility (CSR) CSR initiatives are an integral part of many businesses' sustainability plans. CSR activities encompass a wide range of social and environmental actions, from philanthropy and community engagement to ethical sourcing and diversity and inclusion programs. Aligning these initiatives with the relevant SDGs can amplify their impact and highlight the company's commitment to the global goals. For instance, a company that supports educational programs in underserved communities aligns with SDG 4 (Quality Education). By emphasising these connections, businesses can demonstrate their dedication to the SDGs and inspire other organisations to follow suit. Innovating for a Sustainable Future Innovation is a cornerstone of sustainability. By investing in research and development to create more sustainable products and services, businesses can directly contribute to several SDGs, particularly those related to climate action, clean energy, and responsible consumption. For example, a technology company that develops energy-efficient devices is contributing to SDG 7 (Affordable and Clean Energy). Sustainable innovations can also generate new revenue streams and position businesses as leaders in the transition to a more sustainable world. Accessing New Markets and Consumers By integrating sustainability into their business plans, companies can tap into new markets and reach a broader customer base. The growing consumer demand for eco-friendly and socially responsible products and services presents a significant opportunity for businesses to expand their reach while contributing to SDGs such as SDG 12 (Responsible Consumption and Production) and SDG 13 (Climate Action). For example, companies that offer organic, fair-trade, or cruelty-free products are well-positioned to attract environmentally conscious consumers. By appealing to this segment of the market, businesses can experience increased sales and brand loyalty. Fostering Sustainable Supply Chains Sustainability business plans extend beyond a company's direct operations to encompass its entire supply chain. By engaging with suppliers and partners to implement sustainable practices, businesses can make substantial contributions to the SDGs. This is particularly relevant for SDG 8 (Decent Work and Economic Growth) and SDG 9 (Industry, Innovation, and Infrastructure). For instance, working with suppliers to ensure fair labor practices, reduce emissions, and minimise waste not only strengthens the supply chain but also supports the broader goal of sustainable economic growth. Encouraging Employee Engagement Engaging employees in sustainability efforts is vital for achieving long-term success in supporting the SDGs. Employees who are passionate about sustainability and feel that their work makes a difference are more likely to contribute innovative ideas and be more productive. This can lead to positive impacts on multiple SDGs, including SDG 8 (Decent Work and Economic Growth) and SDG 10 (Reduced Inequality). Companies can foster employee engagement through training, volunteer programs, and sustainability-focused recognition and reward systems. By creating a sustainability culture within the organisation, businesses can drive positive change both internally and externally. Reporting and Accountability Transparent reporting on sustainability performance is crucial for accountability and demonstrating progress toward the SDGs. Businesses should include clear metrics and targets in their sustainability business plans, which are aligned with the specific SDGs they aim to support. Regular sustainability reporting, such as through the Global Reporting Initiative (GRI) or the Sustainability Accounting Standards Board (SASB), can help businesses track their impact and make adjustments as needed. By providing evidence of their contributions to the SDGs, businesses can build trust with stakeholders, including customers, investors, and regulators. This transparency can lead to increased support and investment, further driving sustainability efforts. Collaboration and Partnerships No single business can achieve the SDGs on its own. Collaboration and partnerships are essential for addressing complex global challenges. Businesses can join forces with governments, non-governmental organisations, and other companies to combine resources and expertise in pursuit of the SDGs. For example, the UN Global Compact encourages businesses to align their operations and strategies with the SDGs and to engage in collaborative projects with other organisations. These partnerships can magnify the impact of individual efforts and contribute to multiple SDGs simultaneously. Conclusion Sustainability business plans play a critical role in supporting the Sustainable Development Goals. By aligning business objectives with the SDGs, promoting responsible consumption and production, strengthening corporate social responsibility, fostering innovation, accessing new markets, and engaging employees, businesses can make meaningful contributions to the global goals. Furthermore, by reporting on their sustainability efforts, collaborating with partners, and incorporating the SDGs into their core strategies, businesses can inspire a global movement toward a more sustainable, equitable, and prosperous future. It is imperative for businesses to recognise that their success is intertwined with the achievement of the SDGs. By integrating sustainability into their business models and actively participating in the global effort to address these challenges, companies can not only ensure their long-term viability but also contribute to a better world for all. Previous Next Start Your Business Improvement Journey Our business improvement programme and smart operations offer clarity and a well-defined pathway for you and your team to move forward confidently. Get Started

5 Benefits Of Using Eco-Friendly Cleaning Products Switching to eco-friendly cleaning products is one of the best ways to reduce the environmental impact of the products you use, protect your health and save money. Many traditional cleaning products contain harsh chemicals that can harm the environment and your health. Switching to eco-friendly cleaning products is one of the best ways to reduce the environmental impact of the products you use, protect your health and save you money. There are many advantages to using eco-friendly cleaning products while creating a more sustainable cleaning routine: 1. Eco-friendly cleaning products contain fewer allergens Eco-friendly cleaning products are made from natural ingredients and so are less likely to cause allergic reactions. This creates a safer and healthier environment for you and your family. These products can also have a pleasant scent and natural fragrance . 2. Eco-friendly cleaning products are cost effective Although eco-friendly cleaning products might have slightly higher upfront costs, they often last longer and you usually use less to do a more. You can save money by not paying for the expensive chemicals found in traditional products. 3. Eco-friendly cleaning products reduce pollution Many eco-friendly products are packaged in recycled materials, further reducing waste and promoting a circular economy. The World Health Organisation suggests using environmentally friendly disinfectants that are biodegradable, harmless and contain little to no volatile organic chemicals that harm the environment. 4. Eco-friendly cleaning products are more sustainable Eco-friendly products promote renewable sources, such as plant-based ingredients, and more sustainable alternatives to traditional cleaning methods. They reduce the release of harmful chemicals while minimising waste materials, becoming the right solution for climate change . Using eco-friendly products creates a more environmentally conscious mindset and a greater understanding of sustainability. 5. Eco-friendly cleaning products support small and local businesses When you buy from local businesses who make the eco-friendly products they sell, you reduce your carbon footprint linked with shipping the products and travelling further to buy them. Choosing eco-friendly cleaning products from small and local businesses supports the regenerative business model. The business is focused on positively impacting the environment, society and the economy. Conclusion Eco-friendly cleaning products can help protect the environment, promote a better world and contribute to ESG principles . You can give yourself and future generations a better and more sustainable future by transitioning to eco-friendly products. Previous Next Unlock Healthy Business Growth Discover strategies to enhance profitability, cultivate a greener and more sustainable business model, and elevate overall well-being. GET STARTED

< Back Receivables Turnover Ratio Understanding the Receivables Turnover Ratio: Measuring Collection Efficiency The Receivables Turnover Ratio is a financial metric that measures how efficiently a company collects its accounts receivable. It indicates how many times a company converts its receivables into cash within a specific period, reflecting the effectiveness of its credit and collection policies. Receivables Turnover Ratio = Net Credit Sales / Average Accounts Receivable Suppose Company DEF has the following financial details: Net Credit Sales: $1,000,000 Beginning Accounts Receivable: $150,000 Ending Accounts Receivable: $100,000 To calculate the Receivables Turnover Ratio: Calculate the average accounts receivable: (150,000+100,000)/2=125,000 Divide net credit sales by average accounts receivable: 1,000,000/125,000=8 A Receivables Turnover Ratio of 8 indicates that Company DEF collects its average accounts receivable 8 times a year. This suggests efficient collection processes and effective credit policies. Efficiency Ratio Previous Next