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Improved business agility can help you achieve balance, flexibility and new opportunities for your business in an ever-changing market. Use a Business Agility Assessment To Improve Productivity Improved business agility allows you to achieve flexibility, balance and coordination so that you can identify opportunities as a leader in a changing market. Productivity is the engine of your business. Gain the power to adapt rapidly and efficiently to changes in the market and get ahead in today’s increasingly dynamic business environment. Superior business agility enables you to develop your processes, systems, products and services in line with the current business environment to optimise your overall performance and profitability. Improved business agility enables you to adapt rapidly and cost-effectively in response to changing consumer demands and emerging market trends. An agile approach to your business will help you to adapt and maximise your assets and human resources according to the evolving demands of your sector. Why Use a Business Agility Assessment? A Business Agility Assessment is a strategic imperative for modern businesses. In an era of rapid change and unpredictability, it provides several compelling reasons for adoption: Adaptation to Change : It equips businesses with the tools to swiftly adapt to market shifts, technological advancements, and unforeseen disruptions, ensuring resilience and continuity. Efficiency and Cost Reduction : By identifying operational bottlenecks and inefficiencies, it streamlines processes, optimises resource allocation, and reduces operational costs, directly impacting the bottom line. Competitive Edge : The insights gained enable businesses to stay ahead of competitors, innovate proactively, and seize emerging opportunities in the marketplace. Talent Retention : It helps in creating a culture of learning and adaptability, enhancing employee engagement, and reducing turnover. Customer-Centricity : By fostering agility, organisations can better meet evolving customer demands, enhancing satisfaction and loyalty. Strategic Decision-Making : It provides data-driven insights that enable informed decision-making, aligning strategies with market dynamics. Resilience : It builds organisational resilience, ensuring the ability to weather crises and emerge stronger. Sustainability : By optimising operations, it contributes to sustainability goals by reducing waste and resource consumption. Regulatory Compliance : It assists in staying compliant with evolving regulations through adaptable processes. A Business Agility Assessment is a cornerstone for businesses seeking long-term viability, growth, and the ability to thrive in an ever-changing business landscape. It's an investment in agility, innovation, and competitive advantage. Business Agility Introduction In the dynamic landscape of contemporary organisations, the imperative for all industries is unequivocal: the imperative to not only amass and act upon information but to do so with alacrity, rendering decisions swiftly and implementing change deftly to keep pace with the relentless evolution of customer demands and the capricious contours of the business environment. This indispensable capacity is commonly christened as "agility." At the very core of the REM5 philosophy lies the bedrock upon which agility thrives. Agility, however, isn't merely a buzzword; it's an ethos, an art, and a science. It embodies the proactive quest for novel insights and the wholehearted embrace of unceasing transformation, all within the framework of collaborative synergy that shuns the shackles of resistance, bias, or ill-will. Yet, like any grand endeavour, the path to organisational agility is fraught with potential impediments. The labyrinthine corridors of bureaucracy, which lumberingly hinder processes, the intricate web of internal politics that extends the timeline of decision-making, the silos that cloak the origins of predicaments and foster an aura of proprietary control, and the chasm of trust deficiency that renders effective communication a Herculean task—these are but a sampling of the formidable barriers that beset the journey. In this intricate ballet of modern business, mastery of agility is not a discretionary pursuit; it's a necessity. As we delve deeper into the very essence of agility, we embark on a quest to decipher the strategies and solutions that can surmount these formidable barricades, ushering in an era of heightened organisational responsiveness and nimbleness. For, in the pages that follow, we shall unveil the intricate tapestry of agility, exploring the means by which organisations can transcend these challenges and ascend to new heights of adaptability and success. There are many things that can inhibit an organisation’s ability to be agile: bureaucracy that slows down processes, internal politics that prolong decision-making, silos that obfuscate the root causes of problems and ownership of solutions, and a lack of trust that makes communication difficult, to name just a few. When these barriers to agility exist, the fix isn’t simple, but neither is it insurmountable. What is an Agile Organisation? In the ever-evolving landscape of modern business, the clarion call for agility resounds louder than ever. Yet, achieving true agility isn't merely a matter of employing cutting-edge tools and streamlined processes, although these are indispensable components of the equation. At its core, it's a symphony orchestrated by the harmony of technology's capabilities and the resonant chords of precise data. Organisations on the path to agility must be proactive in their quest. It's about posing not just any questions but the right ones, about casting a wide net to gather, generously sharing, and methodically scrutinising information – the very heartbeat that quickens the pace of change. However, a stark truth emerges: no amount of data, no matter how vast, can serve as a magic wand to bestow agility if there exists no genuine desire to heed its insights. It's here that the interplay of confidence and courage assumes centre stage. The reluctance to listen often stems from a dearth of self-assuredness. Thus, the journey to agility necessitates more than just brilliant minds and pristine data sets. It calls for a dynamic fusion of resilience, social acumen, and an unwavering capacity for action. These elements must harmoniously coalesce around a crystalline organisational purpose, the magnetic force guiding every endeavour. In the pages that follow, we will embark on a voyage to unearth the essence of agility. It's not a destination but a dynamic state of being. It's about more than numbers; it's about the art of truly listening to the whispers of data and the cadence of an organisation's soul. It's about the fusion of human intellect, technological prowess, and an unyielding sense of purpose that forges the bedrock upon which agility is built. Join us as we explore this transformative journey, where the future belongs to those who can master the art of becoming agile. Purpose First In agile organisations, the expectation is to operate within an environment where the future course isn't etched in stone; it's a tacit understanding that new information might necessitate course corrections at any given moment. A customer-centric mission serves as the guiding compass, enabling employees to navigate toward their ultimate objectives, even when the journey takes unforeseen twists and turns. A resolute dedication to delivering value to the customer serves as the true north for every member of the organisation and bolsters agility in numerous way. Change is Vital to Business Agility Improved business agility allows you to achieve optimal flexibility, balance, adaptability and coordination so that you can identify opportunities and reposition your company as a leader in the changing market. This will, in turn allows you to take advantage of maximised productivity. By harnessing the power of visitor value, the often unpredictable business environment can now be seen as an asset, providing much scope for converting your most valuable visitors. 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

Critical Thinking Skills Critical Thinking assessment People who score well in Critical Thinking also rate well in analysis and problem-solving skills. Weakness in our judgment increases the risk of poor decisions leading to poor performance. When we understand our potential limitations and blind spots, we can account for them and make more balanced, thoughtful and conscious decisions. The assessment measures three core thinking dimensions: Intuitive, Practical and Conceptual. Critical Thinking patterns Intuitive Thinking: The ability to understand and appreciate others in different situations. Practical Thinking: The ability to understand and compare the functional worth of things, situations or events. Conceptual Thinking: The ability to understand the need for order, structure and big picture thinking. Improve your inductive reasoning Inductive reasoning is something we do every day. Inductive reasoning or inductive logic creates a causal link between a premise and a hypothesis. With inductive reasoning you draw a general conclusion from a set of observations. It can be thought of as bottom-up reasoning as you create an answer from a set of observations. For example, “My bus is always late, therefore all buses must be late”. You could say that is very poor inductive reasoning, but that’s the point. Improving your inductive reasoning is about recognising and improving the way we collect, assess information and then draw conclusions from that. Improve your deductive reasoning Deductive reasoning takes a more logical approach to decision-making, it’s about making logical, sound conclusions. The conclusion, the decision, is seen to be the only obvious answer as a self-evident truth. It uses several facts and creates the logical conclusion from that. A syllogism, in logic, is valid deductive reasoning having at least two premises and a conclusion. Effective critical thinking skills benefits It helps to build stronger, more resilient businesses, families, communities, and society by helping to manage the ever-increasing rate of change in the world today. It helps you to think outside the box and solve problems in creative and innovative ways Improved, more reasoned decision-making, making better choices. You become a more reasoned and balanced problem solver It helps you to decide what to believe and what to do, to form your own opinions on a subject, to develop your own personal ethics It applies to life and business in any field. It improves your ability to understand difficult concepts and relay those back to others Improve your comprehension skills in both conversation and reading Evaluate an argument's validity and its potential consequences. Allows you to arrive at more reasoned, decisive and appropriate actions. Improve the quality of your own work. It can help you to be more curious and creative. Improves your problem-solving abilities. It helps to create independence. It’s a life skill. It helps you to evaluate yourself, not just others. You can be happier by being clearer on how you think and why, you can know yourself better and so focus on your strengths and address your weaknesses and so it improves relationships too. It builds empathy with other points of view and so it helps to build improved teamwork and leadership skills Improves your communication skills by developing a more in depth and wider view of a problem, so you can present your arguments and reasoning more clearly Create Triple Bottom Line Growth Discover strategies to enhance profitability, cultivate a greener and more sustainable business model, and elevate overall well-being. WATCH VIDEO

Strategic Business Improvement Specialists. We drive sustainable growth with smart workflows, value-driven strategies, and tailored solutions. About Us Our DNA At Rostone Operations, value creation is embedded in everything we do. We combine exceptional project and change management discipline with an entrepreneurial spirit and engineering mindset, drawing on over 15 years of business improvement experience to drive sustainable success. Business Improvement Specialists At Rostone Operations, we go beyond cost-cutting and EBITDA optimisation to help businesses thrive. We develop smart operations that drive value-driven, inclusive, and sustainable growth through high-performance workflows. Our goal is to maximise business value, enhancing efficiency, resilience, and long-term success. Transforming Operations We lead improvement projects with cross-functional teams, applying proven methodologies to deliver measurable results. By simplifying and refining processes, we boost reliability, streamline operations, and unlock growth opportunities. Building High-Performance Systems Our philosophy is rooted in creating high-performance work systems through strong brand strategies, rigorous audits, and continuous optimisation. This ensures businesses are both sustainable and positioned for value maximisation. Optimising Processes to Maximise Business Value We specialise in identifying, mapping, and documenting key value drivers within your processes. By focusing on these value drivers, our approach delivers greater process efficiencies and promotes more effective ways of working, ultimately helping businesses maximise their value and achieve sustainable growth. Empowering Continuous Improvement Through training, coaching, and mentorship, we enable clients to adopt operational excellence and sustain ongoing improvement efforts. Aligning with Business Goals Every initiative aligns with strategic objectives, delivering measurable value and financial impact. Our focus on a staff-centric optimisation enhances customer experiences, reduces costs, and drives operational excellence. Strategic Leadership and Excellence Our expert guidance helps leadership teams develop transformational strategies and achieve long-term success. We collaborate with organisations to integrate people, planet, and profit into their operations, ensuring holistic growth. Our mission is to help businesses grow in a way that creates value for all stakeholders. With transparency, accountability, and impact at the core of our work, Rostone Operations drives positive change, one high-performance workflow at a time Profits People Planet 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

Learn how your hotel front desk can deliver a 5 star rating every time with our expert advice to help you provide outstanding customer service. How Your Hotel Front Desk Can Deliver A 5 Star Rating We have been discussing the role of today’s hotel concierge. In a world where so much information is already to hand online and on your smartphone is there a need for a hotel concierge or is this role changing? Published on: 19 Feb 2015 Is the role of a hotel concierge being replaced by new technology or is the traditional role of concierge just being enhanced? How does technology change demand for a hotel concierge? We discussed how the front desk staff could fulfil more of this role, both when meeting customers in person on the front desk and also on the phone. Whatever star rating your hotel has, you can still ensure all customer contacts should have a 5-star rating. Ensuring that your customer contacts have a five-star rating can be extremely profitable with guests staying more often, investing in a room upgrade, using more of the hotel’s facilities, leaving great reviews online and recommending the hotel to family and friends. Smartphone apps and user generated reviews can certainly provide a lot of insight into what is good and not so good about a hotel. Apps can also show a lot about a hotel’s surrounding area and what’s on nearby and hotels are seeing the benefit in this. Conrad Hotels have their own iPhone app The Conrad Concierge App. How many other hotels have their own concierge app? This is a great way to ensure the hotel’s guest has all they need. I’ve not seen this app but I hope it has big button saying, “Call The Concierge” which then opens up a FaceTime session with the front desk or the hotel concierge. As Robert Friedman in Hotel News Now writes, the Marriot uses a 55inch LCD touch screen in the lobby to provide information on flights, restaurants and more. Marriott International’s Renaissance Hotels combine technology and personal service in a global hospitality program called “Navigator” which provides, through the use of technology, much of the information that a traditional hotel concierge would provide. What are the responsibilities of the traditional hotel concierge? Personally greet guests and assist them to ensure that they have an enjoyable stay To have a detailed understanding of the hotel and surrounding area and the opportunities it can offer to guests. Make local recommendations based on the guests’ own special needs and interests for their stay Make bookings on behalf of guests A hotel’s front desk staff have the more functional role of ensuring guests are checked in and out smoothly. However, they are increasingly responsible for ensuring a guest’s request for assistance is met. Whilst they do not take such a personal approach as a concierge they often take on the responsibility of offering out local maps and brochures or recommending attractions. We can help you learn to deliver 5 star service at every contact point using our unique combination of our revenue intelligence system and hotel business coaching . Just get in touch to find out more. 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

Discover why shifting away from transactional business relationships is key to creating genuine connections and unlocking success in our insightful guide. Explore 10 compelling reasons to embrace authenticity and build meaningful professional relationships. FREE DOWNLOAD 10 Reasons to Shift Away from Transactional Business Relationships - Your Guide to Building Genuine Connections. Relational businesses thrive on a foundation of impassioned employees, steadfast clientele, and robust brands, all fueling sales. Unlike companies fixated solely on short-term gains, these establishments perpetually innovate, exuding an outward focus that fosters engagement. Explore this guide to uncover: How relational strategies enhance business performance The transformative impact on organizational culture Amplified productivity benefits for your business" First name* Last name* Company name* Email* Dropdown* Select your Download Tell us what you need help with... By submitting this form, you consent to having read and understood the privacy statement and are happy to sign up to our mailing list. Submit

Discover the essential steps for preparing your organisation for a successful CRM implementation. Learn about the importance of executive sponsorship, clear success metrics, budgeting, cross-departmental collaboration, change management, and more to ensure smooth CRM adoption and maximise business value. Preparing a for Successful CRM Implementation Unlock the full potential of your organisation by preparing for a successful CRM (Customer Relationship Management) implementation. This comprehensive guide covers essential strategies such as securing executive sponsorship, aligning cross-departmental goals, defining clear success metrics, budgeting for both short-term and long-term costs, and addressing the importance of change management. Published on: 1 Mar 2023 Introduction A well-executed Customer Relationship Management (CRM) implementation can be a game-changer for businesses, driving measurable growth and improving customer engagement. Companies that implement CRM effectively can see a 20% increase in cross-sell sales, along with other significant performance improvements. These include a 30% boost in lead conversion rates, a 25% reduction in customer churn, and a 15% increase in overall sales productivity. Such results highlight the power of precise targeting, streamlined processes, and strengthened customer relationships. Executive Sponsorship and Alignment For CRM success, executive sponsorship and alignment across departments—such as sales, marketing, and operations—are essential. CRM initiatives often originate from a single department, leading to fragmented objectives. A unified vision across all departments ensures consistency and maximises the system’s impact. Active leadership involvement, particularly from the C-suite, is critical for driving accountability, ensuring effective communication, securing necessary funding, and aligning the organisation to support CRM strategies. Leaders must champion CRM adoption and embed it into the company’s culture. A well-defined vision and an aligned CRM strategy are fundamental for long-term success. While smaller businesses may adapt their vision over time, larger organisations must ensure their CRM approach supports overarching business objectives. Senior leadership must view CRM as a tool for sustained growth , not just a short-term solution. For example, if a company aims to scale from £100 million to £500 million, CRM should play a central role by driving customer insights, improving operational efficiency, and enabling data-driven decision-making. Leadership must recognise CRM as a multi-functional system that enhances decision-making across the organisation, extending beyond sales and marketing to include customer service, operations, and strategic planning. Executives should define CRM success in measurable terms, such as reducing customer churn by 20% over two years, rather than merely focusing on system implementation. Setting clear performance benchmarks ensures CRM adoption translates into tangible business outcomes. Funding and Budgeting Adequate funding must be allocated not only for CRM licences and initial implementation but also for long-term support. Many companies underestimate the full cost of CRM adoption, often overlooking ongoing administration costs, system maintenance, and internal resource allocation. Beyond licensing fees, CRM implementation comes with hidden costs, including customisation, system integration, and ongoing internal management. To ensure a smooth and sustainable rollout, businesses should consider: Initial Costs – The first-year cost of CRM implementation often mirrors the software price itself, but businesses must also plan for additional expenses related to setup, training, and data migration. Budget for Changes – As your business model evolves, so will your CRM needs. Budget for adjustments in sales and marketing systems, with CRM-related costs potentially increasing by around 20% of the initial implementation due to refinements or internal management. External vs. Internal Resources – When handled internally, costs should account for the team’s learning curve, which may extend the implementation timeline. In contrast, working with an external CRM specialist may accelerate deployment but requires additional budget allocation. Strategic budgeting ensures that CRM investments continue to drive long-term value rather than becoming an underfunded initiative that fails to deliver its intended benefits. Shared Understanding of CRM Success For CRM implementation to deliver its full potential, the organisation must establish a shared understanding of what success looks like. This ensures all departments align their efforts and expectations, preventing misalignment that can hinder adoption. Clear Success Metrics Defining success through measurable outcomes is essential for tracking progress and demonstrating CRM’s impact. These key performance indicators (KPIs) should be tailored to business objectives and could include: Customer Retention & Churn Reduction – Measure CRM effectiveness by tracking improvements in customer retention rates and reductions in churn over a defined period. Sales Growth & Cross-Selling – Monitor revenue growth, increases in cross-sell and upsell opportunities, and improvements in conversion rates. Sales Forecasting Accuracy – Evaluate how CRM improves sales pipeline visibility and forecasting accuracy. Enhanced data-driven decision-making should lead to more predictable revenue outcomes. Operational Efficiency – Assess improvements in productivity, such as reduced time spent on administrative tasks, improved lead response times, and automation of repetitive processes. Customer Satisfaction & Engagement – Use Net Promoter Score (NPS), Customer Satisfaction Score (CSAT), or customer support response times to measure CRM’s impact on client relationships. Cross-Departmental Alignment Success metrics must be relevant not only to sales and marketing but also to customer service, operations, and finance. Each department should understand how CRM enhances their workflows and contributes to shared business objectives. Sales & Marketing Alignment – Ensure both teams leverage CRM insights to refine lead generation, nurture campaigns, and personalise customer interactions. Customer Service Integration – Use CRM to enhance service efficiency, track issue resolution times, and personalise support interactions. Executive & Financial Reporting – Align CRM data with financial planning and strategic forecasting to demonstrate ROI and inform growth strategies. Regular Performance Reviews & Adjustments CRM success is not a one-time achievement but an ongoing process of refinement. Organisations should: Set quarterly or biannual review cycles to assess CRM performance against defined KPIs. Gather feedback from users across departments to identify areas for improvement. Adjust CRM strategies and configurations based on evolving business needs and customer insights. By ensuring a shared understanding of CRM success across the organisation, companies can maximise adoption, drive continuous improvement, and extract long-term value from their investment. CRM Requirements Defining clear, actionable CRM requirements is essential for a successful implementation. Many businesses provide broad checklists of features without specifying how they should function in their specific operational context. This lack of clarity can lead to misaligned expectations, unnecessary complexity, and implementation challenges. Avoiding Incomplete or Vague Requirements CRM requirements must be specific and actionable. Instead of listing generic terms like "forecasting," businesses should define them in terms of: Product Types – Should sales forecasts be segmented by product category, SKU, or seasonal demand? Customer Segments – Should forecasting models differentiate between enterprise, mid-market, and SME customers? Timeframes – Should forecasts project sales on a weekly, monthly, or quarterly basis? By refining these definitions, organisations ensure their CRM solution supports strategic decision-making rather than offering generic functionalities that may not align with business needs. Requirement Epics vs. Detailed Specifications High-level requirements (often referred to as "epics") can make it difficult for CRM vendors or implementation partners to understand the full scope of what’s needed. To bridge this gap, requirements should be broken down into detailed user stories, such as: Sales Team: "As a sales manager, I need the ability to filter pipeline reports by region, product type, and deal stage to improve sales forecasting accuracy." Customer Support: "As a service agent, I need customer interaction history to be visible across all channels, including phone, email, and chat, to provide a seamless experience." Providing these detailed, role-based requirements ensures the CRM system delivers functionality that aligns with business operations. Prioritising Requirements Not all CRM features hold equal weight in business operations. Requirements should be categorised into: Must-Have Features – Core functionalities that are essential for operations, such as contact management, opportunity tracking, and reporting. Should-Have Features – Important but not critical functions, such as AI-driven recommendations or workflow automation. Nice-to-Have Features – Additional features that improve efficiency or user experience but are not essential for launch. Prioritisation helps businesses allocate resources effectively, ensuring the most impactful features are implemented first while allowing flexibility for future enhancements. Customer Data Requirements The effectiveness of a CRM system depends on high-quality, well-structured customer data. Defining data requirements early prevents integration challenges, reduces errors, and ensures the CRM supports business goals. Identifying Necessary Data Different business models require different types of customer data, which may include: B2B Organisations – Company hierarchies, decision-maker contacts, purchase history, contract details. B2C Businesses – Customer demographics, behavioural data, purchase frequency, and engagement history. Subscription-Based Models – Renewal dates, churn risk scores, usage analytics. Understanding the level of data freshness required is also critical. Some businesses may require: Batch Data Processing – Suitable for reporting and analytics updated daily or weekly. Near Real-Time Data – Essential for dynamic sales interactions, such as updating lead status as deals progress. Full Real-Time Data – Critical for industries like financial services, where immediate customer updates are necessary for compliance and fraud detection. Each approach impacts implementation complexity and cost, making it important to align data strategies with business needs. Establishing a Single Source of Truth CRM systems often need to integrate with ERP, marketing automation, and customer support platforms, raising the question of which system should be the "single source of truth" for specific data. For Sales Data: CRM is typically the best source, as it captures direct interactions with prospects and customers. For Order History & Financials: ERP or accounting software is usually the primary system. For Customer Support History: Service management platforms often serve as the best data source. Ensuring data consistency across systems prevents duplication, errors, and discrepancies in customer records, ultimately improving decision-making and operational efficiency. Involving All Departments in CRM Planning A successful CRM implementation goes beyond just sales and marketing. It requires collaboration across multiple departments —finance, operations, customer service, IT, and even HR—to ensure the system meets the organisation's needs as a whole. Many business processes span multiple functions, and without proper alignment, CRM adoption can be hindered by data silos, inefficiencies, and misaligned objectives. Cross-Department Collaboration CRM systems are often introduced with a sales-driven focus, but they impact many other areas of the business. Engaging all relevant departments from the start helps ensure that: Finance can integrate CRM with revenue tracking, forecasting, and billing systems to maintain accurate financial data. Operations can align customer order management, supply chain logistics, and fulfilment processes with CRM data for seamless execution. Customer Service can access customer history, previous interactions, and support tickets to provide a more personalised and efficient service. IT & Data Security Teams can ensure that CRM integrations comply with data protection regulations and align with existing IT infrastructure. HR & Training can assist with user onboarding and ongoing CRM training to drive adoption across teams. By including these departments in planning, organisations can avoid the common pitfall of implementing a CRM that only meets sales needs while neglecting other essential functions. Holistic Approach to CRM Planning Early involvement of all departments ensures that the CRM system: Addresses specific pain points and process inefficiencies unique to each team. Avoids missed requirements that could result in costly modifications or workarounds later. Encourages cross-functional buy-in, leading to smoother adoption and usage. A holistic approach also means defining how CRM fits into the broader business ecosystem. For example: Does it need to integrate with ERP for financial data? Should marketing automation platforms sync seamlessly with CRM? Will customer support teams use the CRM to track interactions, or should it integrate with a dedicated support system? By answering these questions early, businesses can build a CRM implementation roadmap that reflects the entire organisation’s needs, ensuring a more efficient and effective rollout. Practical Steps for Departmental Involvement Stakeholder Workshops – Organise workshops with representatives from each department to gather requirements and pain points. Process Mapping – Identify how different teams interact with customers and where CRM can streamline workflows. Integration Planning – Determine how CRM will connect with existing tools and software used across the business. User Role Definitions – Establish user roles and permissions to ensure teams have access to the right data while maintaining security and compliance. Regular Feedback Loops – Create structured feedback mechanisms post-implementation to refine processes and address challenges. By ensuring all departments contribute to CRM planning, businesses can maximise its impact, reduce resistance to adoption, and create a system that delivers value across the organisation The Importance of Change Management in CRM Implementation Implementing a CRM system is not just a technical project—it’s a business transformation that requires significant behavioural and process changes across the organisation. Without a strong change management strategy, even the most well-designed CRM system can struggle with adoption, leading to poor ROI and missed opportunities. Overcoming Resistance to Change People naturally resist change, particularly when it disrupts familiar workflows. CRM systems often introduce new ways of working, centralised data management, and automation that may alter daily routines. Common challenges include: Fear of job disruption – Employees may worry that automation will reduce their responsibilities or make roles redundant. Skepticism about benefits – If the advantages of CRM are not clearly communicated, staff may perceive it as an unnecessary administrative burden. Lack of technical confidence – Some employees may feel intimidated by new technology, leading to avoidance. A well-planned change management strategy addresses these concerns proactively, ensuring a smoother transition. Engaging Users Early to Promote Ownership One of the most effective ways to reduce resistance is to involve end-users early in the CRM selection, design, and implementation process. Workshops and feedback sessions – Allow employees to voice their concerns and contribute to CRM requirements to create a sense of ownership. Pilot programs – Rolling out CRM in phases with select teams first can help refine processes before full-scale implementation. Customisation based on user needs – Ensuring the CRM system aligns with real business workflows increases its relevance and usability. When employees feel heard and see their feedback reflected in the final system, they are more likely to embrace the change rather than resist it. Leveraging Influential Users as Internal Champions People look to trusted colleagues for guidance on new initiatives. By identifying and empowering influential users, organisations can create internal ambassadors who advocate for the CRM system and encourage adoption. Cheerleaders for CRM – Well-connected individuals with positive attitudes can promote CRM benefits in everyday conversations, turning sceptics into supporters. Peer training and mentoring – Champions can support colleagues by providing informal training, troubleshooting issues, and reinforcing best practices. Role-model behaviour – Leaders and managers who actively use CRM set an example for their teams, demonstrating its value through their actions. Harnessing Social Users as Change Catalysts In every organisation, there are socially influential employees—individuals who are respected, well-networked, and naturally influential. These people can be critical in driving change by: Creating excitement – Generating enthusiasm around the CRM system through internal discussions, demonstrations, and real-life success stories. Building peer support networks – Encouraging collaborative learning where employees share tips and best practices with each other. Using internal communication channels – Engaging teams through emails, intranet posts, or informal chats to normalise CRM usage. Developing a Structured Change Management Plan For long-term CRM success, a structured change management approach should be implemented, including: Clear Communication – Regular updates on why CRM is being introduced, how it benefits teams, and what support is available. Training and Upskilling – Interactive, hands-on training sessions tailored to different user roles to build confidence and competency. Executive and Managerial Buy-In – Senior leaders must consistently champion CRM adoption and demonstrate their commitment through usage. Feedback Loops and Continuous Improvement – Mechanisms to collect feedback post-implementation, ensuring continuous refinement based on user experience. By proactively managing change and addressing resistance early, organisations can ensure their CRM implementation is not just a system rollout but a long-term success that transforms how they engage with customers and drive business growth. Documented & Measurable Processes for Sales and Marketing A successful CRM implementation requires well-defined, repeatable, and measurable processes in sales and marketing. Without clear documentation, CRM systems can become disorganised, underutilised, or fail to deliver expected results. Establishing structured workflows ensures that CRM aligns with business objectives and drives efficiency. Sales and Marketing Alignment One of the most common challenges in CRM implementation is misalignment between sales and marketing teams. Both functions need shared objectives, integrated processes, and agreed-upon success metrics to make CRM adoption seamless. Defined Sales and Marketing Workflows – Clearly outline how leads are generated, nurtured, and converted. Misalignment can result in lost opportunities or inconsistent customer interactions. Shared Performance Metrics – Ensure that both teams track success using common KPIs, such as lead-to-customer conversion rates, average deal size, or customer lifetime value. Agreed Lead Qualification Criteria – Marketing should pass high-quality leads to sales based on clear qualification parameters to avoid wasted time on unqualified prospects. When sales and marketing teams operate with transparency and accountability, CRM becomes a tool for collaboration rather than a siloed database. Continuous Adaptation in Marketing Marketing is inherently dynamic, evolving with customer behaviour, industry trends, and technological advancements. Despite this, businesses must document current processes and set clear goals within the CRM system. Marketing Campaign Tracking – Use CRM to measure campaign effectiveness, track ROI, and ensure that marketing spend is aligned with revenue generation. Lead Nurturing Workflows – Define automated and manual follow-up processes to maintain engagement with prospects over time. Customer Segmentation & Personalisation – Document criteria for segmenting customers, ensuring that messaging is tailored based on behavioural and demographic insights. While marketing strategies will continue to evolve, having structured documentation in place allows for data-driven adjustments rather than reactive, uncoordinated changes. Challenges in Standardising Sales Processes Unlike marketing, sales processes are often more fluid due to external factors such as market fluctuations, customer preferences, and competitive forces. However, without standardisation, CRM adoption can become fragmented and inconsistent. Flexible Yet Structured Sales Workflows – Sales teams need CRM to support structured deal stages while allowing flexibility for complex negotiations. Clear Customer Onboarding Steps – Define post-sale processes to ensure smooth customer transitions, reducing churn and increasing retention. Sales Methodology Integration – Whether following SPIN Selling, Challenger Sales, or another methodology, CRM should align with the company’s sales philosophy. By standardising what can be controlled while allowing flexibility where needed, businesses ensure that CRM remains a powerful enabler rather than a restrictive tool. Impact of Undefined Processes on Project Timelines One of the leading causes of CRM implementation delays is undefined sales, marketing, or customer onboarding processes. Poor documentation creates confusion, forces rework, and leads to inefficiencies. Project Pauses Due to Unclear Workflows – CRM providers rely on detailed processes to configure automation, reporting, and dashboards. Undefined workflows lead to misalignment and costly delays. Data Inconsistencies Without Defined Inputs – If sales and marketing teams use different terminology or lack structured data entry processes, CRM reports and analytics become unreliable. Adoption Resistance Due to Poor Usability – When CRM workflows do not reflect real-world processes, teams may revert to spreadsheets or external tools, undermining the investment. To avoid project stalls, businesses should document sales and marketing workflows before implementation. This ensures that CRM aligns with actual business needs rather than forcing teams to adapt to an ill-fitting system. Key Takeaways for Sales & Marketing Process Documentation ✅ Align sales and marketing teams through shared objectives and lead management workflows. ✅ Ensure marketing strategies are documented in CRM, even as they evolve. ✅ Balance sales process flexibility with structured deal stages, onboarding, and methodology integration. ✅ Prevent CRM project delays by clearly defining workflows, data structures, and reporting needs in advance. Add-Ons and Integration Risks in CRM Implementation As businesses grow, their CRM systems often need to evolve to meet new requirements. One way to extend functionality is through the use of add-ons and third-party integrations. While these can provide valuable features, they also bring significant risks that can increase complexity and cost. To ensure a successful CRM implementation, it’s crucial to understand the potential challenges associated with add-ons and integrations. Add-On Products: Complexity and Integration Risks Add-on products can significantly extend the capabilities of a CRM system, providing advanced features such as advanced analytics, marketing automation, or customer support tools. However, adding these features introduces risks related to integration and system stability. Compatibility Issues – Add-ons often come from third-party vendors and may not be perfectly compatible with the existing CRM platform. As a result, integration can cause system slowdowns, data inconsistencies, or even system crashes. Untracked Field Changes – Custom fields or processes introduced by add-ons may not align with the core CRM system, leading to untracked or inaccurate data. If fields or processes are not properly synchronised, this can result in incorrect reporting or lost customer insights. Overwhelming Complexity – Adding too many add-ons can overwhelm users and increase the learning curve. Too many features can cause the CRM to become unwieldy and difficult to use, undermining user adoption. Compounding Costs of Add-Ons When implementing a CRM system, many businesses only account for the license fees of the core CRM. However, the true cost of CRM implementation can be much higher when considering the additional work required to resolve integration issues and manage add-ons. Licensing and Subscription Fees – Each add-on typically comes with its own license or subscription fee, which can quickly add up, especially when several different systems are integrated. Internal Resource Allocation – Integrating multiple add-ons often requires significant internal resources, including IT staff to handle data migration, training, and system customisation. These hidden costs can strain budgets. Ongoing Maintenance and Support – Add-ons often come with their own maintenance requirements, including updates and support. The more add-ons in place, the more complex it becomes to maintain a smooth and effective CRM system. The total cost of ownership (TCO) for a CRM system that heavily relies on add-ons can therefore far exceed initial expectations, making it essential to carefully evaluate the long-term financial implications. Integration Challenges with Third-Party Add-Ons Integrating third-party add-ons into a CRM system can be a daunting task, especially as the number of integrations increases. Each third-party product may have its own set of APIs, data structures, and requirements, making the integration process complex and time-consuming. Data Silos – Different add-ons may store data in incompatible formats or databases, leading to fragmented information that cannot be easily shared across the system. This results in inefficiencies and can complicate reporting. Integration Conflicts – When multiple add-ons are installed, they may conflict with one another, either through redundant functionality or incompatible code. These conflicts can cause delays and unexpected system errors, requiring additional troubleshooting and custom development work. Vendor Support Issues – Each add-on is typically supported by a different vendor, meaning that when issues arise, it can be difficult to resolve them quickly. Without a centralised support structure, businesses may face prolonged downtimes, leading to frustration and lost productivity. Scalability Concerns – As the business grows, integrating new tools with the existing CRM system can become increasingly difficult. This is particularly true if the system was not designed to scale with an expanding set of features or data volume, potentially leading to performance bottlenecks. Mitigating Add-On and Integration Risks To avoid the risks associated with CRM add-ons and integrations, businesses must take a strategic approach to CRM architecture and planning. Here are some tips to help mitigate these risks: Thorough Evaluation of Add-Ons – Carefully assess the need for each add-on and evaluate whether its benefits justify the additional complexity and cost. Consider if the feature can be built natively within the CRM or if a more integrated solution exists. Unified Vendor Solutions – Where possible, select add-ons from the same vendor or ecosystem. This increases compatibility and reduces the likelihood of conflicts. Clear Integration Strategy – Develop a clear integration strategy that includes prioritising systems based on their importance, impact, and compatibility. Work with experienced CRM consultants to ensure seamless integration. Comprehensive Testing – Before fully implementing add-ons, conduct extensive testing in a controlled environment to identify any integration issues or conflicts early in the process. Ongoing Monitoring and Maintenance – Establish processes for monitoring and maintaining the integration of add-ons. Regularly review the system for performance issues and keep up with software updates from both the CRM provider and third-party vendors. Key Takeaways for Managing Add-Ons and Integration Risks ✅ Evaluate the necessity of each add-on to ensure it adds value without introducing excessive complexity. ✅ Opt for solutions from the same ecosystem when possible to reduce compatibility and integration challenges. ✅ Develop a clear integration strategy and ensure all team members understand the implications of adding new features. ✅ Thoroughly test add-ons before full implementation to identify and resolve integration issues early. ✅ Regularly maintain and update the system to ensure smooth operation as new add-ons are introduced. By being aware of the risks and challenges associated with add-ons and integrations, businesses can make smarter decisions, reducing complexity, controlling costs, and ensuring a smooth CRM implementation that delivers long-term success. Role of CRM Implementation Companies in Ensuring Successful Adoption CRM implementation companies play a crucial role in the successful deployment and adoption of CRM systems. While their primary function is to install and configure the technology, their responsibilities extend far beyond simply implementing the software. Their expertise lies in aligning the CRM system with your business processes, ensuring that your team can adopt it seamlessly and that the CRM system delivers its promised value. Beyond Tech Implementation: Bridging the Gap Between Technology and Business Needs CRM implementation companies offer a wealth of expertise, helping organisations look beyond the mere installation of technology and focusing on identifying gaps in existing processes and aligning cross-departmental goals. Assessing Business Needs – One of the key roles of CRM consultants is to conduct a thorough analysis of existing business processes. This includes evaluating how sales, marketing, customer service, and other departments operate and identifying areas where CRM could streamline workflows, improve data-sharing, and enhance overall efficiency. Asking the Right Questions – Consultants bring fresh perspectives and can ask the hard questions that businesses may not have considered. These questions ensure that the CRM system is tailored to the organisation's specific needs. They can help you understand what your team really needs from the CRM system and guide you towards making informed decisions about which functionalities to prioritise. Aligning Departments – CRM implementation is not just an IT project; it is a company-wide initiative. Implementation companies play an important role in aligning the sales, marketing, customer service, and other departments around a common CRM vision. This alignment ensures that the CRM system supports interdepartmental collaboration, reducing silos and improving operational efficiency. By working with CRM consultants who focus on business needs, organisations can set the stage for smoother adoption and better long-term outcomes. Process Design is Key: Formalising and Documenting Processes for Seamless CRM Adoption The true value of CRM consultants lies in their ability to help businesses formalise, document, and optimise their existing processes. A CRM system is only as effective as the processes it supports, and ensuring that these processes are well-defined is critical to the success of any CRM implementation. Identifying and Defining Processes – Businesses often operate with informal or loosely defined processes that can lead to inefficiencies and inconsistencies. CRM consultants help businesses document and streamline these processes, ensuring that they are efficient, repeatable, and scalable. For example, they can help clarify how customer data flows through different departments or design lead qualification processes to align with sales workflows. Optimising Existing Workflows – Once processes are documented, CRM consultants can help identify bottlenecks or inefficiencies that may exist in the workflows. These issues could be leading to delays or errors in the customer journey, and fixing them can have a significant impact on CRM system effectiveness. Ensuring Alignment with CRM Capabilities – Once processes are formalised, consultants can ensure that the CRM system is configured to support them. They ensure that the system is set up to handle data inputs in the most efficient manner, automate repetitive tasks, and provide reporting on key performance indicators (KPIs) relevant to the organisation. Without this process design and optimisation step, CRM adoption can become cumbersome, and the system may fail to deliver its expected benefits. By leveraging CRM consultants’ expertise in process design, businesses can ensure their CRM systems support and enhance their workflows, leading to better system adoption and improved operational performance. Specificity in Evaluating CRM: Tailoring CRM to Your Unique Needs When evaluating CRM solutions, it's essential to be as specific as possible about your business requirements. CRM implementation companies can provide valuable insight into the features and functionality that will best support your organisation's needs. However, to maximise the CRM's value, businesses must define clear, detailed requirements that go beyond the generic "must-have" features. Tailored Demonstrations – A key part of the evaluation process is requesting CRM vendors to provide demonstrations of how the system will address specific business needs. For example, if your business needs advanced forecasting capabilities, you should ask the vendor to demonstrate how their CRM system will meet this need. By focusing on your unique requirements, you can ensure that the CRM system is a good fit for your business and will enhance the areas that matter most. Custom Features and Flexibility – Not all CRM systems are created equal. Some offer highly customisable features, while others may be more rigid. During the evaluation process, you should consider how flexible the CRM system is in terms of adapting to your business processes and unique requirements. This is particularly important for businesses with specialised needs, such as custom reporting or a specific customer onboarding process. Support for Evolving Needs – CRM solutions should not only meet your current business needs but also be able to adapt as your business evolves. When evaluating a CRM system, consider whether it can scale with your business and accommodate future changes, such as increased customer data volume or new features. A well-structured evaluation process ensures that the CRM system you choose supports your business goals and is not just a generic tool that may not fit your needs. Additional Considerations When Working with CRM Implementation Companies Experience with Your Industry – It’s highly beneficial to work with CRM implementation companies that have experience in your industry. Industry-specific expertise ensures that consultants understand your unique challenges and can recommend solutions tailored to your business. Ongoing Support and Training – CRM implementation doesn’t end once the system is up and running. Implementation companies should offer ongoing support, including troubleshooting, system updates, and user training. This support ensures that the CRM system continues to operate effectively over time and that your team remains proficient in using it. Change Management – CRM consultants should also assist with change management efforts, helping to foster user buy-in and ensuring that all employees are on board with the new system. Successful CRM adoption is as much about people as it is about technology. Key Takeaways for CRM Implementation Companies ✅ Ask the right questions during the planning process to ensure CRM adoption aligns with your business processes. ✅ Focus on process design and documentation to ensure that workflows are optimised and the CRM system is configured to support them. ✅ Be specific in your CRM evaluation , requesting tailored demonstrations and prioritising your unique business needs. ✅ Consider industry expertise when selecting an implementation partner to ensure they understand your specific challenges. ✅ Ensure ongoing support and change management to facilitate smooth CRM adoption and long-term success. By working closely with CRM implementation companies and focusing on business-specific needs, companies can ensure a more efficient and effective CRM adoption, ultimately driving greater customer satisfaction and business growth. 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

Empower financial directors with actionable strategies to elevate business performance. Explore our guide for 7 proven ways to drive success and maximize efficiency. FREE DOWNLOAD Enhancing Business Performance: A Guide for Financial Directors with 7 Effective Strategies The financial director, as the steward of fiscal health within the organisation, occupies a pivotal position that affords them a unique perspective on the intricate interplay between financial strategies and overall business performance. Unlock the potential with this guide, and discover: 7 dynamic strategies tailored for financial directors to elevate business performance The key competencies defining an exceptional FD Proven methods to enhance your value as a Financial Director" First name* Last name* Company name* Email* Dropdown* Select your Download Tell us what you need help with... By submitting this form, you consent to having read and understood the privacy statement and are happy to sign up to our mailing list. Submit

Streamline your business with Rostone Opex's workflow management services. Our efficiency-first approach optimises workflows, boosts productivity, and supports sustainable growth. Discover custom solutions for your operational, creative, and problem-solving needs. Workflow Management Services Optimised business workflows are the backbone of a successful organisation. Our workflow management services are designed to help you drive efficiency, improve performance, and achieve sustainable growth. Our ethos is simple: efficiency comes first. By focusing on lean and streamlined workflows, we ensure your business can reduce costs, improve margins, and scale sustainably. Reduce costs, improve margins, and scale sustainably. Workflow Assessment & Optimisation We analyse your existing workflows, identify inefficiencies, and provide tailored solutions to streamline processes. Our expertise spans across operational, creative, and problem-solving workflows to ensure all aspects of your business are covered. Lean Workflow Implementation By incorporating Lean methodologies, we ensure your workflows minimise waste, reduce redundancy, and maximise output. This means faster project completion, better resource allocation, and a more agile team. We don’t just look at profits; we also focus on growing your people and creating a more sustainable planet. Our workflow solutions enhance business value while aligning with your long-term goals of environmental and social responsibility. Custom Workflow Automation Save time and resources with our automation services. We design and implement systems that handle repetitive tasks so your team can focus on more valuable activities, improving overall productivity. Our team uses data analysis to track the performance of your workflows, allowing us to identify bottlenecks and areas of improvement in real-time. We provide ongoing insights so you can make informed decisions about your operations. Workflow Integration Our team ensures that new workflow systems integrate seamlessly with your existing operations and technology, reducing downtime and facilitating a smooth transition. We know that no two businesses are alike. That’s why our workflow solutions are never one-size-fits-all. Every service is customised to meet the unique needs and goals of your business. ISO Workflow Assessment & Alignment We perform an in-depth analysis of your current workflows and align them with the relevant ISO standards, such as ISO 9001 for quality management or ISO 14001 for environmental management. Our team identifies gaps and helps you implement the necessary changes to achieve and maintain certification. Training & Support At Rostone Opex, we don’t just implement solutions—we empower your team to sustain and improve them. We provide thorough training on new workflows and offer continuous support to ensure long-term success. Whether you’re looking to optimise day-to-day operations, improve creative output, or solve complex business problems, our holistic approach ensures complete coverage across all aspects of your workflows. Unlock Triple Bottom Line Growth Discover strategies to enhance profitability, cultivate a greener and more sustainable business model, and elevate overall well-being. GET STARTED

Telephone Skills Training Improve sales and service productivity and the value of every call you take with our telephone skills training course and coaching. Learning Overview With improved behaviours, telephone skills and awareness, sales and service agents, receptionists and front desk staff can expect to become more confident in how to manage customer interactions on the phone. They will learn best practice techniques for handling a myriad of different and difficult real world sales and service situations leading to improved outcomes for both themselves, the callers and your business Learning Benefits Our behaviours first approach to training means that learners leave feeling empowered to better manage not just interactions on the phone, but in many other situations at work too. As we improve our communication skills, we also gain other benefits such as improving how we work in teams, lead and manage others. Learning Audience This course is for helpdesk and office staff, receptionists, frontline staff, sales and service agents and call centre staff who want to develop professional call handling skills, telephone etiquette and telephone manners that improve the effectiveness of their call handling and communications skills. It's also for sales, marketing and call centre directors and business owners looking to improve the communication skills of their frontline sales and service staff. Course Content Module One: The foundations for success Before we engage the prospect or customer we need to be prepared, ready and certain of what we want to happen. Learn the importance of effective call control skills Understand the caller’s real need, be the authority and guide the caller Effectivey manage the call direction, journey, and conclusion Manage call silences, pauses and call flow Learn the new sales and service mindset Learn how to be less transactional and more relational on every call Create a more holistic mindset to sales and service Create lasting, positive sales and service experiences Learn time management for handling phone calls Improve how you prioritise each call Learn essential listening skills to avoid errors and repeats Manage your pre and post call time more effectively Module Two: Call Answering and Control Skills With a plan, the right mindset, some best practices and your unique offer, we can engage with the prospect or customer with confidence and a clear goal. Learn effective professional call answering skills Discover the one thing you can do to improve every call outcome Find out the right and wrong way to approach call answering Learn the most effective way to answer a call that 90% of businesses just don’t do Learn how to own the call and control each call stage Understand this most important part of call handling See how language can change the way the call progresses Develop deep listening skills and expectation management Learn how to technically manage the call Learn the right and wrong way to transfer calls and put calls on hold Understand how to adjust the call pace Learn how to manage complaints and difficult callers with ease Module Three: Closing the call Learn how to effectively prepare for the call close Understand the real value of the call close Learn how to avoid common call close mistakes Learn the key call close stages Learn what not to do during the call close Know where you are in the call close Learn when not to close Understand how to gauge how effective your call close was Learn what to do after the call close Understand when the call is actually closed Learn key call close time management skills Review call close next steps Module Four: Applying these skills more widely Learn how to apply these skills in business and life Apply these skills face to face Building stronger relationships Improving the brand and reputation Create Triple Bottom Line Growth Discover strategies to enhance profitability, cultivate a greener and more sustainable business model, and elevate overall well-being. GET STARTED

Discover why most businesses fail and how sustainable operations can drive long-term success. Learn strategies for creating value-driven, efficient, and enduring business models. Building Sustainable Business Models Understanding the High Failure Rates of Businesses and Unveiling Strategies to Build Sustainable, Value-Driven Models That Thrive Long-Term Published on: 12 Nov 2024 Why Businesses Fail and How to Build a Sustainable Model Business failures are alarmingly common. Despite significant revenue or seemingly strong performance, many businesses struggle to achieve lasting success. Even more troubling is the broader impact: economic instability, personal hardships for business owners, and environmental inefficiencies. In this article, we’ll explore why businesses fail and, more importantly, how to avoid common pitfalls by building sustainable, value-driven operations. The Statistics Behind Business Failure The numbers are stark: 65% of businesses do not survive beyond 10 years. 80% of companies that attempt to sell fail to do so. From this we can assume less than 1% of businesses create sufficient value to sell successfully. The failure rate is not just a personal or financial issue for business owners—it has far-reaching consequences: Personal Costs : Stress, burnout, strained relationships, and lost opportunities can leave business owners emotionally and financially depleted. Economic Ripple Effects : Small to medium-sized enterprises (SMEs) account for over 90% of businesses globally, provide more than 50% of jobs, and contribute over 25% of national income. Their failure disrupts communities and economies. Environmental Consequences : Inefficient businesses often waste resources, increase emissions, and fail to adopt sustainable practices, exacerbating global environmental challenges. Why Do Businesses Fail? Contrary to popular belief, business failure rarely stems from poor products or services. Instead, the underlying issue lies in mismanagement of operations . Most companies focus heavily on outcomes such as profit margins, revenue growth, and customer numbers. While important, these metrics are backward-looking indicators. This reactive approach is akin to: Driving a car while only looking in the rear-view mirror. Overworking farmland without replenishing the soil, leading to long-term crop failure. Ignoring maintenance on critical machinery until it breaks down. The inability to build sustainable foundations and scalable systems is often the primary cause of failure. The Key to Sustainable Success The businesses that succeed are those that shift their focus from outcomes to operations. Here’s how to build a model that fosters long-term success: Embrace Operational Excellence Effective operations are the backbone of any successful business. Streamlined workflows reduce waste, improve productivity, and enhance customer satisfaction. Operational excellence ensures the business runs smoothly, even during periods of growth or economic fluctuation. Adopt a Long-Term Perspective Businesses must move beyond short-term profit maximization and focus on creating value that endures. A sustainable strategy ensures resilience and adaptability in changing market conditions. Focus on Value, Not Just Profit While profitability is essential, it should not be the sole measure of success. A business’s true value lies in its ability to operate independently, scale efficiently, and attract potential buyers or investors. Align with Triple Bottom Line Principles Sustainable businesses balance economic growth, environmental responsibility, and social impact. This approach creates not only profitable enterprises but also ones that contribute positively to society and the planet. Monitor the Right Metrics Instead of solely tracking profit and revenue, measure operational health. Monitor key performance indicators (KPIs) related to efficiency, resource utilization, and customer satisfaction. These metrics provide actionable insights that drive improvements and prevent problems before they occur. The Broader Implications The failure of so many businesses is more than a challenge for individual owners—it is a systemic issue with economic and environmental repercussions. As SMEs form the backbone of most economies, their success is critical for job creation, income stability, and sustainable development. Building value-driven, efficient, and sustainable operations is not only a pathway to business success but also a means to address larger societal and environmental challenges. Conclusion To address the high failure rate of businesses, it’s essential to rethink traditional approaches. The focus must shift from short-term gains to sustainable growth supported by operational excellence and long-term value creation. By prioritising efficient systems and aligning with triple bottom line principles, businesses can transition from struggling to thriving. This is not just about survival—it’s about building companies that create lasting value for their owners, employees, and the broader world. With the right approach, businesses can become engines of economic growth, innovation, and sustainability, helping to shape a more resilient and regenerative future. 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

Regenerative business ideas focus on sustainability, circular economies, clean energy, responsible supply chains, social impact and stakeholder engagement. 12 Key Regenerative Business Execution Ideas Regenerative business execution entails sustainable practices, circular economies, clean energy, responsible supply chains, social impact initiatives, stakeholder engagement, triple-bottom-line reporting, innovation in sustainability, resilience planning, collaboration, ethical leadership, and ongoing improvement. These principles foster businesses that thrive while promoting environmental, social, and economic well-being. Published on: 7 Sept 2023 Regenerative business execution ideas centre around creating and operating businesses in a way that not only sustains profitability but also contributes positively to the environment, society, and the overall well-being of stakeholders. These ideas are rooted in principles of sustainability, social responsibility, and ethical governance. Here are some key regenerative business execution ideas: 1) Regenerative Agriculture Embrace sustainable and regenerative farming practices that prioritise soil health, biodiversity, and ecosystem restoration. These practices can increase crop yields, reduce the need for harmful chemicals, and mitigate climate change. Regenerative agriculture is a transformative approach to farming that goes beyond sustainable practices, aiming to revitalise and restore the health of our ecosystems while producing food. At its core, it recognizes the interconnectedness of soil, plants, animals, and people, emphasising the need to work with nature rather than against it. Central to regenerative agriculture is the concept of soil health. Farmers employing regenerative practices focus on improving and regenerating the quality of their soil through techniques like cover cropping, reduced tillage, and crop rotation. These methods enhance soil structure, increase its capacity to retain water and nutrients, and ultimately foster a more diverse and resilient ecosystem. One of the key benefits of regenerative agriculture is its ability to sequester carbon dioxide from the atmosphere. Healthy soils act as carbon sinks, absorbing and storing significant amounts of carbon. This not only mitigates climate change but also results in more fertile and productive land. Moreover, regenerative agriculture promotes biodiversity by creating a habitat for a wide range of plants and animals. By reducing chemical inputs and fostering natural processes, it helps restore the balance of ecosystems and reduce the harm caused by monoculture farming. In addition to its environmental benefits, regenerative agriculture often leads to improved farm profitability. Reduced input costs, increased crop resilience, and access to premium markets for sustainably produced goods can enhance a farmer’s bottom line. Regenerative agriculture offers a promising path forward for sustainable food production, ecological restoration, and climate change mitigation. It represents a holistic approach to farming that not only nourishes our bodies but also regenerates the planet for future generations. 2) Circular Economy Transition from a linear “take-make-dispose” model to a circular one that focuses on reducing waste, reusing materials, and recycling products. This approach minimises environmental impact and can create new revenue streams through product redesign and refurbishment. Regenerative business and the circular economy represent innovative and sustainable approaches to economic activity that prioritise environmental and social well-being. These concepts are closely intertwined, aiming to transform our current linear “take-make-waste” model into a closed-loop system that regenerates resources and minimises waste. In a regenerative business, the primary goal is to create positive impacts on both nature and society. It goes beyond mere sustainability by actively restoring ecosystems, supporting local communities, and fostering resilience. Such businesses recognise that their operations are embedded within larger ecosystems and that their success is intricately linked to the health of these systems. The circular economy is a key strategy within regenerative business models. It encourages businesses to design products and services with longevity and reuse in mind. Instead of discarding products after their initial use, the circular economy advocates for repair, remanufacturing, and recycling to extend their lifecycle. This approach not only reduces waste but also conserves resources and lowers environmental impacts. Together, regenerative business and the circular economy promote a holistic approach to economic development that values sustainability, inclusivity, and long-term viability. They empower businesses to shift from short-term profit-seeking to long-term value creation. By adopting these principles, companies can reduce their ecological footprint, support local economies, and contribute to a more equitable and resilient future. Embracing regenerative business and the circular economy is not just a choice but a necessity for building a more sustainable and prosperous world for generations to come. 3) Clean Energy Adoption Invest in renewable energy sources such as solar, wind, and hydroelectric power. This not only reduces greenhouse gas emissions but can also lead to long-term cost savings as renewable technologies become more efficient and cost-effective. Clean energy adoption and regenerative business practices have emerged as essential components of a sustainable future. As the world grapples with the challenges of climate change, resource depletion, and environmental degradation, these two concepts are driving positive change across industries. Clean energy adoption involves transitioning from fossil fuels to renewable sources like solar , wind, and hydropower. This shift not only reduces greenhouse gas emissions but also promotes energy efficiency and energy independence. Governments, corporations, and individuals are increasingly recognising the economic and environmental benefits of clean energy. Investment in renewable infrastructure, such as solar panels and wind farms, is growing, and policies incentivise this transition. Regenerative business, on the other hand, focuses on creating a circular and restorative economy. Instead of depleting resources, regenerative businesses aim to restore and rejuvenate ecosystems. This approach includes sustainable agriculture, responsible forestry, and regenerative design principles. Companies are realising that operating in harmony with nature is not just ethical but can also lead to long-term profitability and resilience. Moreover, the convergence of clean energy and regenerative business practices is creating powerful synergies. Sustainable agriculture, for instance, can be powered by renewable energy sources, reducing the carbon footprint of food production. Regenerative design principles are integrated into the construction of energy-efficient buildings. The path to a regenerative and sustainable future is challenging, but it is also rife with opportunities. Businesses that prioritise clean energy adoption and regenerative practices can simultaneously reduce their environmental impact and enhance their competitiveness. Ultimately, these concepts are not only about mitigating the negative effects of climate change but also about creating a world where humanity thrives in harmony with nature. 4) Sustainable Supply Chains Develop transparent and sustainable supply chains that source raw materials responsibly, reduce waste, and ensure fair labour practices throughout the entire value chain. This can enhance brand reputation and reduce the risk of supply chain disruptions. Sustainable supply chains and regenerative business practices are becoming increasingly critical in today’s globalized and environmentally conscious world. These concepts represent a paradigm shift in how businesses operate, emphasising not only profitability but also the well-being of the planet and society as a whole. A sustainable supply chain focuses on minimising the environmental and social impacts associated with the production and distribution of goods and services. This involves reducing waste, conserving resources, and promoting ethical labour practices throughout the supply chain. Sustainable sourcing, efficient transportation, and responsible waste management are key components of this approach. By adopting sustainable supply chain practices, businesses can lower their carbon footprint, reduce operational costs, and enhance their reputation among environmentally conscious consumers. Regenerative business takes sustainability a step further by aiming not just to reduce harm but also to actively restore and regenerate the natural and social systems that businesses interact with. This approach acknowledges the interconnectedness of ecosystems and society and seeks to create positive impacts. Regenerative businesses prioritise regenerative agriculture, renewable energy, and circular economy principles. They invest in restoring ecosystems, enhancing biodiversity, and supporting local communities. Both sustainable supply chains and regenerative business practices align with the United Nations Sustainable Development Goals, which address global challenges such as climate change, poverty, and inequality. Companies that embrace these principles are better positioned to thrive in the long run as consumers, investors, and governments increasingly demand ethical and environmentally responsible products and services. The shift toward sustainable supply chains and regenerative business practices is essential for addressing the pressing challenges of our time. These approaches not only reduce negative impacts but also actively contribute to a healthier planet and society, fostering a more resilient and prosperous future for all. 5) Social Impact Initiatives Implement social responsibility programs that address community needs, promote diversity and inclusion, and contribute to societal well-being. This can involve supporting local education, healthcare, or workforce development. In today’s rapidly changing world, the intersection of social impact initiatives and regenerative business practices has emerged as a powerful force driving positive change. These initiatives recognise that businesses can no longer operate solely for profit; they must also contribute to the well-being of society and the planet. Regenerative business goes beyond sustainability, aiming to restore and revitalise ecosystems while creating economic value. Here, we explore how these two concepts are intertwined, driving innovation and forging a path towards a more sustainable future. Social impact initiatives are on the rise, fueled by a growing awareness of global challenges, such as climate change, inequality, and poverty. Companies are recognising their responsibility to address these issues, not only through philanthropy but by embedding them into their core strategies. Initiatives like the B Corp movement certify businesses committed to social and environmental objectives, aligning profit with purpose. Regenerative business takes this a step further by actively working to heal the planet. These companies view nature as a partner, seeking to regenerate ecosystems and resources they use, rather than deplete them. They embrace practices like regenerative agriculture, renewable energy, and circular economy models, minimising waste and maximising resource efficiency. Together, social impact initiatives and regenerative business practices create a harmonious synergy. Companies that prioritise social impact naturally gravitate towards regenerative strategies, as they recognise that environmental sustainability is intertwined with social well-being. These businesses engage stakeholders, invest in local communities, and support ethical supply chains. The results are transformative. Companies adopting these principles not only reduce their carbon footprint but also foster innovation, resilience, and competitiveness. Furthermore, they inspire a new generation of conscious consumers and attract top talent seeking purpose-driven careers. In conclusion, social impact initiatives and regenerative business practices are driving a paradigm shift in the business world. They offer a compelling vision of a future where companies not only thrive economically but also play a vital role in healing our planet and promoting social equity. Embracing these principles is not just a moral imperative; it’s a strategic advantage that will define the businesses of tomorrow. 6) Stakeholder Engagement Engage with stakeholders, including employees, customers, suppliers, and investors, to gather input and foster collaboration. This can lead to more informed decision-making and help identify opportunities for improvement. In the realm of sustainable and ethical business practices, the concept of regenerative business has emerged as a beacon of hope for our planet’s future. At its core, regenerative business seeks to go beyond mere sustainability by actively replenishing and revitalising the ecosystems it interacts with. This paradigm shift in business thinking acknowledges that economic prosperity should not come at the expense of environmental and social well-being. In this endeavor, stakeholder engagement plays a pivotal role. Stakeholder engagement involves forging meaningful relationships with all parties affected by a business’s operations, including employees, customers, suppliers, local communities, and investors. It is a multifaceted approach that prioritises open communication, transparency, and collaboration. When applied in the context of regenerative business, stakeholder engagement becomes a linchpin for success. For regenerative businesses, stakeholders are not just passive participants; they are active contributors to the ecological and social regeneration process. Engaging stakeholders empowers them to align their interests with the company’s regenerative goals, fostering a shared sense of purpose and commitment. This alignment can lead to a harmonious blend of financial success and environmental stewardship. Stakeholder engagement also amplifies the regenerative business’s impact. Collaborating with local communities, for instance, can lead to the creation of circular economies that promote resource efficiency and reduce waste. Engaging customers in sustainable product design can yield innovations that reduce the carbon footprint of products. Investors who are aligned with regenerative principles can provide the necessary capital for green initiatives and long-term sustainability. Stakeholder engagement and regenerative business are intrinsically linked, forming a powerful partnership that can drive positive change on a global scale. By actively involving all stakeholders in the journey towards regenerative practices, businesses can create a brighter, more sustainable future for our planet while simultaneously reaping the rewards of innovation, resilience, and long-term prosperity. 7) Triple Bottom Line Reporting Adopt a “triple bottom line” approach to measuring success, which considers financial, social, and environmental performance. This provides a more comprehensive view of a company’s impact and value. Triple Bottom Line (TBL) Reporting and regenerative business practices are two interconnected concepts that have gained significant traction in the world of corporate sustainability and responsible business management. Triple Bottom Line Reporting, often abbreviated as TBL or 3BL, expands the traditional financial reporting framework by introducing two additional dimensions: social and environmental performance. While conventional financial reporting focuses solely on profits and economic outcomes, TBL Reporting takes into account the impact a business has on people and the planet. This holistic approach means that companies assess their success not just in terms of financial gains but also in the context of social responsibility and environmental stewardship. By quantifying these non-financial factors, TBL Reporting enables businesses to measure their overall impact, making it a powerful tool for promoting sustainability and accountability. Regenerative business goes one step further by advocating for business models that actively contribute to the restoration and improvement of social and environmental systems. Instead of simply minimising harm or being less unsustainable, regenerative businesses seek to have a net-positive impact. They aim to restore ecosystems, empower communities, and create value for all stakeholders. These enterprises are characterised by their commitment to regenerative agriculture, circular economy principles, and ethical supply chains. By combining TBL Reporting and regenerative business practices, companies can not only assess their performance across economic, social, and environmental dimensions but also actively work toward improving these aspects. This integrated approach helps organisations align their goals with broader societal and environmental needs, fostering a more sustainable and responsible corporate landscape. In an era where sustainable practices are increasingly valued by consumers and investors, embracing TBL Reporting and regenerative business models not only benefits the planet and society but also contributes to long-term business success and resilience. 8) Regenerative Design and Innovation Foster innovation that prioritises sustainable and regenerative design principles. Encourage the development of products and services that are resource-efficient, low-impact, and adaptable to changing environmental conditions. Regenerative design and innovation, along with regenerative business practices, are transformative approaches that prioritise the restoration and enhancement of natural systems while fostering economic prosperity and social well-being. These concepts have gained prominence as society grapples with environmental degradation, resource depletion, and the urgent need for sustainable solutions. Regenerative design and innovation are centered on the idea that human activities can be catalysts for positive ecological change. Instead of merely mitigating environmental harm, they aim to create regenerative systems that actively replenish and restore the natural environment. This approach extends beyond conventional sustainability by recognising that ecosystems can regenerate if given the opportunity. In the context of design and innovation, this means developing products, technologies, and processes that mimic nature’s efficiency and resilience. Biomimicry , for example, draws inspiration from nature to create innovative solutions, such as designing buildings that cool themselves like termite mounds or developing materials that self-heal like tree bark. Regenerative business practices align with these principles by integrating sustainability into every aspect of a company’s operations. These businesses go beyond reducing their environmental footprint; they actively contribute to ecological restoration and community well-being. This might involve adopting circular economy models, regenerative agriculture, or investing in renewable energy sources. Furthermore, regenerative businesses foster a sense of purpose and responsibility, attracting employees and customers who are increasingly concerned about sustainability. They recognise that long-term profitability and resilience are intrinsically linked to the health of the planet and the communities in which they operate. Regenerative design, innovation, and business practices represent a promising path forward in our quest for a more sustainable and equitable world. By working in harmony with nature and prioritising the well-being of all stakeholders, these approaches have the potential to usher in a new era of prosperity that restores and regenerates our planet. 9) Resilience Planning Assess and mitigate risks associated with climate change, supply chain disruptions, and other potential threats. Develop resilience strategies to ensure the long-term viability of the business. Resilience planning and regenerative business practices have gained increasing prominence in recent years as organizations recognise the imperative to adapt to a rapidly changing world while minimising their environmental impact. These concepts are interconnected and offer a holistic approach to sustainable and enduring business models. Resilience planning involves preparing for and responding to unexpected disruptions, whether they be economic, environmental, or social. It encompasses strategies such as diversifying supply chains, building financial buffers, and fostering a culture of adaptability within an organisation. Resilient businesses are better equipped to weather storms, recover quickly from setbacks, and continue thriving in a volatile global landscape. Regenerative business takes the idea of sustainability a step further by actively contributing to the restoration and enhancement of ecosystems and communities. Rather than simply reducing harm, regenerative businesses seek to create positive impacts. They aim to restore depleted resources, support local economies, and foster biodiversity. Examples include companies that employ regenerative agriculture practices, which not only reduce carbon emissions but also enrich soil health and promote sustainable food production. These two approaches are complementary. Resilience planning equips businesses to withstand shocks, while regenerative business practices enable them to thrive in the long term by aligning their operations with the health of the planet and society. By integrating both, organisations can build robust, adaptable, and sustainable models that not only endure adversity but also actively contribute to a more regenerative and equitable future. In a world marked by uncertainty and environmental challenges, resilience planning and regenerative business offer a roadmap for organisations to not only survive but thrive while making a positive impact on the world around them. It’s a visionary approach that recognises the interconnectedness of business, nature, and society and holds the potential to create a more resilient and regenerative future for all. 10) Collaboration and Partnerships Collaborate with like-minded organisations, NGOs, government agencies, and industry groups to drive collective action and address global challenges such as climate change, biodiversity loss, and social inequality. Collaboration and partnerships are foundational principles in the realm of regenerative business, a transformative approach to sustainable and ethical commerce that goes beyond traditional notions of corporate responsibility. Regenerative business models seek to create a positive impact on both the environment and society, while also generating profits. Central to this philosophy is the recognition that no single entity can address the complex challenges facing our planet alone. Collaboration, in the context of regenerative business, involves forging alliances with a diverse range of stakeholders, including competitors, suppliers, governments, non-profit organizations, and local communities. These partnerships are not merely transactional but are built on trust and shared values. For instance, companies may collaborate with environmental organisations to develop innovative solutions for reducing carbon emissions or partner with local communities to ensure fair and sustainable sourcing of raw materials. Partnerships are essential in regenerative business because they facilitate the exchange of knowledge, resources, and expertise. They enable businesses to leverage each other’s strengths and create synergistic effects that drive positive change. Such collaborations can result in groundbreaking innovations, cost efficiencies, and the co-creation of solutions that benefit not only the involved entities but also the broader ecosystem. In the regenerative business paradigm, profit is not the sole measure of success. Instead, businesses aspire to contribute positively to ecological and social systems. Collaborations and partnerships are the vehicles through which these aspirations are realised. By working together, organisations can drive collective action toward regenerative practices that help restore ecosystems, enhance community well-being, and create a more sustainable and equitable future for all. In this way, collaboration and partnerships become catalysts for a regenerative business ecosystem that transcends traditional boundaries and fosters a holistic approach to corporate responsibility and sustainability. 11) Ethical Leadership and Governance Promote ethical leadership at all levels of the organisation and establish governance structures that prioritise sustainability and regenerative practices. This includes aligning executive compensation with sustainability goals. In an era marked by increasing environmental and societal challenges, the concept of ethical leadership and governance has taken centre stage in the world of business, especially in the context of regenerative business practices. Ethical leadership and governance entail more than just adhering to legal frameworks; they involve a commitment to values, principles, and responsible decision-making that goes beyond short-term profits. This philosophy is particularly relevant when businesses aim to be regenerative, focusing on restoring and enhancing ecological and social systems. Ethical leadership in regenerative business means placing the well-being of the planet and society on an equal footing with financial gain. It involves transparency, honesty, and accountability in all actions and decisions. Leaders must prioritise environmental stewardship and social equity as core values, setting the tone for the entire organization. Governance mechanisms play a pivotal role in ensuring ethical leadership is upheld in regenerative business models. Boards and executive teams should include diverse perspectives, fostering creativity and innovation in sustainable practices. Stakeholder engagement becomes a fundamental aspect of governance, ensuring that the interests of not only shareholders but also employees, communities, and the environment are considered. Furthermore, regenerative business models aim to go beyond sustainability by actively contributing to the regeneration of natural ecosystems and the betterment of society. Ethical leadership and governance provide the ethical compass needed to guide these efforts. Businesses committed to regenerative practices embrace circular economies, prioritise renewable resources, and adopt a holistic view of their impact on ecosystems and communities. Ethical leadership and governance are integral to the success of regenerative businesses. They guide organisations in making ethical choices that promote the well-being of the planet and society while maintaining financial viability. As the world faces ever-increasing environmental challenges, regenerative business models guided by ethical leadership and governance are essential for creating a more sustainable and equitable future. 12) Continuous Learning and Improvement Foster a culture of continuous learning and improvement, encouraging employees to stay informed about sustainability trends and best practices, and regularly assess and adapt business strategies accordingly. In the dynamic landscape of modern business, the concept of continuous learning and improvement is not just a buzzword; it is a necessity for survival and success. This is particularly evident in the context of regenerative business, a paradigm shift that focuses on creating positive environmental and social impacts while ensuring long-term profitability. Continuous learning and improvement in regenerative business go hand in hand with the core principles of sustainability, resilience, and innovation. In this context, organisations actively seek ways to reduce their environmental footprint, enhance social equity, and foster regenerative practices within their value chains. One critical aspect of continuous learning in regenerative business is staying abreast of evolving sustainability standards, emerging technologies, and changing consumer preferences. Companies must invest in ongoing education and training for their employees to ensure they have the skills and knowledge needed to implement regenerative practices effectively. Moreover, regenerative business is inherently experimental and adaptive. It involves constant testing of new approaches and strategies to find what works best for the environment, society, and the bottom line. This process of trial and error is underpinned by a culture of learning from failures and successes alike. Continuous improvement in regenerative business means regularly revisiting and refining sustainability goals, supply chain practices, and impact measurement methodologies. It requires a commitment to transparency and accountability to stakeholders, showcasing the willingness to adapt and grow. Continuous learning and improvement are central tenets of regenerative business. Embracing these principles empowers organisations to evolve with the ever-changing sustainability landscape, while simultaneously contributing to the regeneration of our planet and society. As regenerative business practices become more widespread, the companies that prioritise continuous learning and improvement will be the ones leading the way toward a more sustainable and prosperous future. These regenerative business execution ideas reflect a holistic approach to business that seeks to create value not only for shareholders but also for the broader community and the planet. By embracing these principles, businesses can contribute to a more sustainable and regenerative future. 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

Discover how Smarter AI workflow automation transforms businesses by enhancing efficiency, reducing costs, and improving decision-making. Explore its history, benefits, challenges, and future trends. A Brief History AI Workflow Automation Defined The Benefits The Challenges Building The Team Integration Strategies Real World Applications The Future of AI Conclusion In This Article Smarter AI Workflow Automation: What You Need to Know A Brief History Businesses are continually seeking ways to streamline operations, enhance productivity, and stay ahead of the competition. One of the most transformative solutions emerging in this quest is Smarter AI Workflow Automation. This powerful fusion of artificial intelligence and automation is reshaping industries, redefining roles, and setting new standards for efficiency. But how did we get here, and what does the future hold? Let’s embark on a journey through the history, benefits, challenges, and the multifaceted world of AI Workflow Automation. A Brief History: From Manual Processes to Intelligent Automation The concept of workflow automation isn’t new. Long before the advent of AI, businesses sought ways to automate repetitive tasks to save time and reduce errors. Early automation relied heavily on rigid, rule-based systems that could handle straightforward, predictable processes. Think of assembly lines in manufacturing or basic data entry tasks in offices. However, these systems had limitations. They lacked the flexibility to handle exceptions or adapt to changing circumstances. The real game-changer came with the integration of artificial intelligence. As AI technologies like machine learning, natural language processing, and computer vision advanced, they began to breathe intelligence into automation. This evolution allowed systems to learn from data, make informed decisions, and handle complex, dynamic workflows that were previously the domain of human workers. Today, AI Workflow Automation stands as a testament to decades of technological progress, offering businesses the ability to automate not just tasks, but entire processes with unprecedented efficiency and adaptability. What is Smarter AI Workflow Automation? At its core, AI Workflow Automation involves using artificial intelligence technologies to automate and optimise business processes. Unlike traditional automation, which follows predefined rules, AI-driven systems can analyse data, recognise patterns, and make decisions that mimic human intelligence. Key Components: Data Integration: Seamlessly connecting various data sources to provide a unified view. Intelligent Decision-Making: Leveraging machine learning algorithms to make informed choices. Process Orchestration: Coordinating multiple tasks and workflows to achieve a desired outcome. Continuous Learning: Adapting and improving processes based on new data and insights. By integrating these components, AI Workflow Automation not only handles routine tasks but also enhances decision-making, predicts future trends, and continually optimises operations. The Benefits: Why AI Workflow Automation is a Game-Changer Implementing AI Workflow Automation can bring a myriad of benefits to organisations across various sectors: 1. Increased Efficiency and Productivity Automating repetitive and time-consuming tasks frees up employees to focus on more strategic and creative work. This shift not only boosts productivity but also enhances job satisfaction by reducing burnout. 2. Cost Savings By minimising manual intervention, businesses can significantly reduce labour costs and operational expenses. Additionally, automation reduces the likelihood of errors, leading to fewer costly mistakes. 3. Enhanced Accuracy and Consistency AI systems maintain high levels of precision, ensuring that tasks are performed consistently without the variability inherent in human performance. 4. Scalability AI Workflow Automation can easily scale to handle increased workloads without the need for proportional increases in staffing, making it ideal for growing businesses. 5. Improved Decision-Making With access to real-time data and predictive analytics, organisations can make more informed decisions, anticipate challenges, and seize opportunities proactively. 6. Better Customer Experience Faster response times, personalised interactions, and efficient service delivery enhance customer satisfaction and loyalty. The Challenges: Navigating the Roadblocks While the advantages are compelling, implementing AI Workflow Automation is not without its challenges: 1. Initial Investment and Costs The upfront costs of integrating AI systems can be substantial, encompassing software, hardware, and the necessary expertise to implement and maintain the solutions. 2. Complex Integration Seamlessly integrating AI automation with existing systems and workflows can be technically challenging, often requiring significant customisation and testing. 3. Data Quality and Management AI systems rely heavily on high-quality data. Inaccurate, incomplete, or biased data can lead to poor performance and unreliable outcomes. 4. Skill Gaps and Training Organisations may face a shortage of skilled professionals who can develop, manage, and optimise AI-driven workflows, necessitating investments in training and talent acquisition. 5. Security and Privacy Concerns Automating workflows that handle sensitive data raises concerns about data security and privacy. Ensuring compliance with regulations and safeguarding information is paramount. 6. Change Management Transitioning to AI Workflow Automation requires significant changes in organisational culture and processes. Resistance to change from employees can hinder successful implementation. Building the Right Team: Collaborative Efforts for Success Successful AI Workflow Automation initiatives require a multidisciplinary team that brings together diverse expertise: 1. Data Scientists and AI Specialists They develop and fine-tune the algorithms that power the automation, ensuring that the system can learn and adapt effectively. 2. IT and Software Developers Responsible for integrating AI systems with existing infrastructure, ensuring seamless operation and addressing technical challenges. 3. Business Analysts They identify the workflows that will benefit most from automation, align AI solutions with business goals, and measure the impact of automation initiatives. 4. Project Managers Oversee the implementation process, coordinate between different teams, and ensure that projects stay on track and within budget. 5. Change Management Experts Facilitate the transition, address employee concerns, and foster a culture that embraces automation and continuous improvement. 6. Cybersecurity Professionals Ensure that the automated workflows are secure, protecting sensitive data and maintaining compliance with relevant regulations. Integration Strategies: Making Smarter AI Workflow Automation Work for You Integrating AI Workflow Automation into your business involves careful planning and strategic execution. Here are some key strategies: 1. Assess and Prioritise Workflows Start by identifying the most suitable processes for automation. Look for workflows that are repetitive, rule-based, and time-consuming, yet critical to operations. 2. Ensure Data Readiness Prepare your data by ensuring it is clean, well-organised, and accessible. High-quality data is the foundation of effective AI-driven automation. 3. Choose the Right Tools and Platforms Select AI automation tools that align with your business needs, are scalable, and can integrate seamlessly with your existing systems. 4. Adopt a Phased Approach Implement automation in stages, starting with pilot projects to test and refine the system before scaling up to broader applications. 5. Focus on Change Management Engage stakeholders early, communicate the benefits clearly, and provide training to ensure smooth adoption and minimise resistance. 6. Monitor and Optimise Continuously Regularly review the performance of automated workflows, gather feedback, and make necessary adjustments to enhance efficiency and effectiveness. Real-World Applications: Smarter AI Workflow Automation in Action AI Workflow Automation is making waves across various industries: Healthcare Automating patient scheduling, billing, and data entry allows healthcare professionals to focus more on patient care. AI-driven diagnostic tools also assist in early detection and personalised treatment plans. Finance From fraud detection to automated customer service, AI is revolutionising financial operations. Streamlined loan processing and risk assessment improve both efficiency and accuracy. Manufacturing Predictive maintenance, inventory management, and quality control are enhanced through AI automation, reducing downtime and ensuring consistent product quality. Retail Personalised marketing, supply chain optimisation, and automated customer support enhance the shopping experience and operational efficiency. Human Resources Automating recruitment processes, employee onboarding, and performance evaluations saves time and ensures a more consistent and unbiased approach. The Future of Smarter AI Workflow Automation: What Lies Ahead As AI technologies continue to advance, the potential for workflow automation will only grow. Here are some trends to watch: 1. Hyperautomation Combining AI with advanced automation tools to handle increasingly complex and interdependent processes, creating end-to-end automation across the organisation. 2. Explainable AI Developing AI systems that not only make decisions but also provide understandable explanations, fostering trust and transparency in automated workflows. 3. Edge AI Bringing AI processing closer to the data source, enabling real-time automation and reducing latency, particularly valuable in industries like manufacturing and healthcare. 4. Integration with IoT Leveraging the Internet of Things (IoT) to collect and analyse data from connected devices, enhancing the capabilities of automated workflows and enabling smarter decision-making. 5. Ethical AI and Governance Emphasising ethical considerations and robust governance frameworks to ensure that AI automation is fair, unbiased, and compliant with regulations. Conclusion: Embracing the Smarter AI Workflow Automation Revolution AI Workflow Automation is not just a technological advancement; it's a paradigm shift that redefines how businesses operate and compete. By automating and optimising workflows with intelligence, organisations can achieve unprecedented levels of efficiency, accuracy, and agility. However, success requires careful planning, the right team, and a willingness to navigate challenges. As we move forward, embracing AI Workflow Automation will be key to unlocking new opportunities, driving innovation, and sustaining growth in an increasingly digital world. Whether you're a small startup or a global enterprise, the time to harness the power of AI-driven automation is now. Are you ready to transform your workflows and propel your business into the future? AI Workflow Automation Defined The Benefits The Challenges Building The Team Integration Strategies Real World Applications The Future of AI Conclusion

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Become a foundational member of the Triple Bottom Line Academy! Sign up now to join a select group of business owners testing a revolutionary growth approach that benefits owners, staff, communities, and the planet. Complete the form to secure your spot and help shape a sustainable business future. The Triple Bottom Line Academy Putting efficiency first! Drive organic growth with operational excellence. Play Video Facebook Twitter Pinterest Tumblr Copy Link Link Copied Unlock Business Growth Join an Exclusive Client Test Group for the Triple Bottom Line Academy – Shape a Better Way to Grow Your Business. Become a foundational member of the Triple Bottom Line Academy! Sign up now to join a select group of business owners testing a revolutionary growth approach that benefits owners, staff, communities, and the planet. Complete the form to secure your spot and help shape a sustainable business future. Join a Small Body of Clients Testing our Concept Be among the first to shape the future—complete the form to secure your spot in our exclusive client test group! SUBMIT Thanks for submitting! We'll get back to you shortly.

The Myers-Briggs Type Indicator (MBTI) is one of the most widely used personality tests in the world. In technical terms, it is an introspective self report tool that indicates the differing psychological preferences between people. Myers Briggs Personality Testing The Myers-Briggs Type Indicator (MBTI) is one of the most widely used personality tests in the world. In technical terms, it is an introspective self report tool that indicates the differing psychological preferences between people. What this means in less clinical terms is the Myers-Briggs Type Indicator can help us better understand how we perceive the world and make decisions, as well how other people do those things. The History of the Myers-Briggs Type Indicator The Myers-Briggs Type Indicator was created by mother and daughter, Katharine Cook Briggs and Isabel Briggs Myers. Katherine Briggs began researching personality in 1917, after meeting her future son-in-law and observing the stark differences between his personality and that of her family members. She began reading and documenting various biographies to develop a typology, which eventually evolved into four main temperaments; social, executive, spontaneous and meditative. She went on to read Carl Jung's Psychological Types in 1923 and recognised the similarities with her own. Her daughter Isabel also took an interest in human behaviour at this point and they decided to attempt to turn the theory of psychological types into a more practical application together. Eventually, Briggs Myers took over the research almost entirely, evolving the typological research towards the field of psychometric testing. Myers was apprenticed to Edward N. Hay and here learned test construction, scoring, validation and statistical methods. After years of research, the pair began creating the indicator during World War II. They believed a knowledge of personality preferences could help women entering the workforce for the first time, to identify which women would be the most effective in various industrial roles that needed filling. Since then, the MBTI has been adapted twice; once by psychologist Mary McCaulley of the University of Florida in 1985 and a third time in 1998. After years of research, the pair began creating the indicator during World War II. They believed a knowledge of personality preferences could help women entering the workforce for the first time, to identify which women would be the most effective in various industrial roles that needed filling. Since then, the MBTI has been adapted twice; once by psychologist Mary McCaulley of the University of Florida in 1985 and a third time in 1998. The Concepts Behind MBTI The MBTI is based on the theory proposed by Swiss psychiatrist Carl Jung. He speculated that people perceive the world through one of four principal psychological functions: sensation, intuition, feeling and thinking. The four categories that he outlined are: Introversion/Extroversion Sensing/Intuition Thinking/Feeling Judging/Perceiving His theory states every individual has one preferred quality from each category, creating 32 unique personality types, which the MBTI condenses to 16. These types indicate how we experience the world, our interests, needs, values and intrinsic motivations. The different types are: Analyst Personality Types Analyst personality types within the Myers-Briggs framework include: Architects (INTJ-A/INTJ-T): Imaginative, strategic and excellent planners. Logicians (INTP-A/INTP-T): Inventive, innovative and always looking to learn more. Commanders (ENTJ-A/ENTJ-T): Imaginative, bold and strong leaders. Debaters (ENTP-A/ENTP-T): Curious, intelligent and always up for a challenge. Diplomat personality types Diplomat personality types within the Myers-Briggs framework include: Advocates (INFJ-A/INFJ-T): Inspiring, idealistic and introverted. Mediators (INFP-A/INFP-T): Kind, creative and altruistic. Protagonists (ENFJ-A/ENFJ-T): Inspiring and charismatic leaders. Campaigners (ENFP-A/ENFP-T): Sociable, creative and excellent team players. Sentinel Personality Types Sentinel personality types within the Myers-Briggs framework include: Logicians (ISTJ-A/ISTJ-T): Practical, reliable and always searching for the facts. Defenders (ISFJ-A/ISFJ-T): Dedicated, friendly and the heart of any team. Executives (ESTJ-A/ESTJ-T): Organised and excel at administrative and management tasks. Consuls (ESFJ-A/ESFJ-T): Sociable, caring and always happy to help. Explorer Personality Types Explorer personality types within the Myers-Briggs framework include: Virtuosos (ISTP-A/ISTP-T): Practical, bold and a master of new tools and tasks. Adventurers (ISFP-A/ISFP-T): Creative, flexible and always ready for the next challenge. Entrepreneurs (ESTP-A/ESTP-T): Intelligent, energetic and perceptive. Entertainers (ESFP-A/ESFP-T): Energetic, spontaneous and the life of the party. Benefits of the Myers Briggs Workplace Personality Test Nearly 90% of Fortune 100 companies use the MBTI test during their hiring process or within team building exercises and for good reason. This test has proven benefits in the workplace. The most obvious benefit is that it improves communication, bringing about more positive interactions. Personality typing helps colleagues figure out how best to communicate with various colleagues and managers, resulting in more productive outcomes. It can also improve teamwork. Personality typing can reveal a lot about who your team members work the most effectively with. You can use this information to construct higher performing teams who love working together. Creating these teams can help eliminate conflict in the workplace. We all know some colleagues just don't get on. MBTI personality typing can help you construct teams that are less likely to have conflicts, as well as better navigate those conflicts by understanding the differing perspectives at play. Though you might think it from the above brief descriptions, personality profiling isn't all positive behaviours. Every personality type has their strengths, but also their weaknesses. We're only human after all. This is good news as it allows companies to let employees play to their strengths, as well as identify and work on their weaknesses through self-reflection. Create Triple Bottom Line Growth Discover strategies to enhance profitability, cultivate a greener and more sustainable business model, and elevate overall well-being. WATCH VIDEO

11 benefits of award entry writing service from increased sales to customer loyalty, there are many benefits of business awards. 11 Benefits of Award Entry Writing Service Business awards aren't just a marketing opportunity. From increased sales to customer loyalty, there are many benefits of business awards. Learn more. Published on: 24 Jun 2021 Many businesses are missing out on the incredible benefits of an award entry writing service. Is your company one of them? Whether you see it as a PR exercise or you simply don’t have the resources to dedicate to the award entry submission process, there are plenty of reasons why you should enter business awards . In this article, we’ll be running over 11 incredible benefits of business awards using our award entry writing services. 1. Enjoy a Sales Boost Sure, business awards can be a costly process. You need to hire or internally source an award entry writer and gather resources, as well as cover whatever the costs involved are in attending the actual ceremony. But there’s good evidence to suggest that should you win, you’ll be easily recovering those costs and more. Research shows award-winning businesses can enjoy a sales boost of up to up to 37% . 2. Nothing in Life Comes Free, Except Marketing How often do you get the opportunity for other businesses to shout about your brand? Rarely! Business awards are a free marketing opportunity. You’ll enjoy the award company themselves talking about you, but also many other brands and customers engaging with your business and the award company. This gives you great opportunities to engage on social media and expand your reach. It’s also a great chance to create some unique, newsworthy content for your own website and social media. 3. Attract the Best Employees to Build Better Teams Employees expect more from businesses. We’ve written extensively about how we need to make work better before and all this revolves around being more people-centric. Chances are, you’re not going to win any business awards if you’re doing the bare minimum for your employees or your customers. To be an award-winning company means raising your standards and continually striving to be the best you can be. This makes you a better place to work, regardless of whether or not you win a business award. But should you win it, this can help your company stand out to potential new hires, helping you to attract the best talent. After all, who doesn’t want to brag a little about how they work for an award-winning company? 4. Boost the Morale of Your Current Employees Through Recognition It’s not just potential new employees that benefit from business awards. Another great benefit of business awards is the morale boost it can offer for your current employees if you win. Your staff get recognised for all their hard work and efforts put in to get your business to this point. A win will help assure them their efforts are recognised, not just by you, but by the wider industry and your customers. This can help motivate and inspire employees to continue doing the outstanding work they have been going forward. 5. Valuable Social Proof and Social Influence What do you do when you’re trying to figure out which business to work with or product to use? You look for evidence that others are doing just that, and that they’re enjoying the experience. It’s called social proof and it’s a psychological phenomenon that’s a powerful beast when it comes to your marketing. Just as we look for online reviews to assure us, winning business awards and displaying that achievement throughout our customer journey can have powerful positive effects on your customer journey. 6. Increase Brand Authority as a Market Leader One of the big benefits of business awards is the increased brand authority. Intrinsically linked to the concept of social proof, business awards make customers more likely to trust your brand. You’re the market-leader after all. 7. Gain an Advantage and USP Over Your Competitors Winning business awards can also make you more competitive compared to others in your field. Long gone are the days where businesses could compete on quality or price. The only thing left to compete on is customer experience. Establishing yourself as the market leader through the social proof of business awards makes you more competitive. It can be a unique selling point that your competitors simply can’t match up to, setting you apart from the rest of the market and increasing your profitability. 8. Increase Brand Awareness Through Exposure Even without a win, business awards can help increase your brand awareness. More business owners will become aware of your business and your presence in the industry. You’ll gain valuable PR opportunities throughout the promotion of the event by the award company, as well as the opportunity to network at the actual award ceremony. Of course, if you do win, you’ll enjoy increased brand awareness for long after your victory. 9. Improve Customer Retention Through Trust and Loyalty Customer loyalty isn’t dead. It’s just that customers expect more from your brand than ever before. The reality is customers will always be more likely to stay with a business they perceive as being great. Not only that, but 86% of customers say they’re happy to pay more to do so. You’ll already have benefited from your increased brand authority and competitive advantage from winning your business award. You’re the safest bet. There’s social proof for it. This increases your customer loyalty, which is great news for your business because improving customer retention can do wonders for your profitability. Research shows you’re more likely to sell to existing customers than new ones, but also that these customers are more likely to spend more on purchases. 10. Increase Profit Margins to Continually Improve All of the statistics above show that with loyal customers comes an incredible opportunity to increase your profit margins. Provided you continue to deliver an outstanding customer experience, they’ll be happy to spend the extra to stay with you. This increase in profit can be pumped right back into your business, allowing you to stay the market leader and continually out-innovate the competition. 11. But the Biggest Benefit of Business Awards is… We touched on this above, but it’s worth expanding on. You won’t win awards unless your business is actually worthy of being recognised as a market leader. By far the best benefit of being an award-winning business comes from being driven by the principles that create award-winning businesses. By this we mean, award-winning businesses are great places to work that deliver an outstanding customer experience and are continually growing because of this, not because of the awards — though they certainly don’t hurt! 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

Business skills enable individuals and teams to operate effectively, the organisational structure provides the framework for how the skills are organised. 8 Essential Business skills and closely related organisational structure. Business skills enable individuals and teams to operate effectively, the organisational structure provides the framework for how the skills are organised. Published on: 22 Jul 2021 What business skills do you think are essential to the success of your business? As consumer needs have changed and markets have become increasingly competitive, it’s never been more vital for business owners, CEOs and modern financial directors to possess a wider variety of skills to ensure their business is operating at its peak performance. This is exactly what our business improvement framework addresses; all the essential business skills necessary to run a business in the 21st century. In this article, we’ll be looking at the eight core business skills, as well as how to improve business skills to maximise your businesses’ productivity, performance and profitability. What are the Essential Business Skills? Business skills can be defined simply as all the necessary skills needed to succeed in running a business. The main business skills break down into the following core categories that relate to running a business: People Risk Quality Communications Workflow Leadership Money Beliefs Without any of these eight core aspects and the correlating business skills addressed, you’ll struggle to maintain a productive workplace that grows long-term. Twenty-first century business and social skills are discussed further as belonging to five core areas; collaboration, communication, creativity, critical thinking skills, civic and cultural skills. How are organisational structure and business skills related? Organisational structure and business skills are closely related and mutually influence each other. The organisational structure provides the framework for how work is organised, while business skills enable individuals and teams to operate effectively within that structure. The interplay between organisational structure and business skills is crucial for achieving operational efficiency, adapting to change, and fostering effective leadership and collaboration within a business. Here’s how organisational structure and business skills are connected: Alignment: Organisational structure provides the framework for how work is divided, roles and responsibilities are defined, and reporting relationships are established within a business. Business skills help individuals and teams understand and adapt to the structure, ensuring that they align their skills and expertise with the organisation’s needs. Efficiency: A well-designed organisational structure promotes efficiency by clarifying lines of authority, communication channels, and decision-making processes. Business skills, such as time management, problem-solving, and collaboration, enhance productivity within the structure by enabling employees to effectively utilise available resources and make informed decisions. Adaptability: In a dynamic business environment, organisations often need to adapt their structures to remain competitive. Business skills play a crucial role in managing these changes, as they empower individuals to be flexible, embrace new roles and responsibilities, and acquire the skills required to succeed in different organisational structures. Leadership: Organisational structure establishes reporting relationships and hierarchies, defining the roles of leaders within the organisation. Effective leadership requires a range of business skills, including strategic thinking, communication, delegation, and team management, to guide and motivate employees within the given structure. Talent management: Organisational structure influences how talent is identified, developed, and utilised within a business. Business skills are essential for hiring managers and HR professionals to identify and recruit individuals with the necessary skills and competencies that align with the structure. Additionally, business skills enable employees to enhance their career progression within the organisation by acquiring new skills that align with the evolving structure. Communication and collaboration: Organisational structure affects communication flows and collaboration patterns within a business. Business skills such as effective communication, active listening, negotiation, and teamwork enable individuals to navigate and optimise these structures, fostering collaboration, innovation, and problem-solving across different functions and levels of the organisation. Why are Business Skills Important? The importance of business skills should be apparent from the above statement, but we’ll elaborate. Your business can benefit from business skills by allowing your company to: Continuously improve your operations, product and customer experience Maintain and improve quality Better manage risks and identify opportunities Build excellent relationships with customers, suppliers and other external stakeholders Create a strong and productive company culture Motivate and inspire employees to perform to the best of their ability Innovate and create to maintain a competitive advantage Increase operational performance and profitability through better planning and management Better align business strategy across the entire business to achieve long-term business goals Improve financial management to maximise business resilience It’s worth pointing out, these are just the highlights of the potential benefits a wide array of strong business skills can have for your business. Without further adieu, let’s dive into each category and examine the essential business skills involved in each. Essential People Management Skills It is people at the heart of every business, not machines. Currently the UK is in a business productivity crisis, at an average of 17% lower productivity than other leading G7 nations like France and the USA. Much of this comes down to poor employee engagement. A Gallup survey reveals just 8% of UK employees are engaged at work. Your employees are the key to unlocking business productivity and increasing performance and profitability in turn. This is why people skills are so vital for business owners. The key people skills in business are: Management skills Leadership skills Emotional intelligence Team building skills Conflict resolution skills Networking skills Management skills alone covers a whole host of skills in itself! This includes things like delegation skills, time and resource management, decision making skills, organisational skills, collaboration and coordination skills and so many more. These are what we’d call the hard skills involved in management, but the soft skills are just as important, if not more so. Soft skills for people management include leadership skills, emotional intelligence, conflict resolution skills and team building skills. At points, they’re all intrinsically tied. Leadership skills are a vital component of management. If employees don’t feel they have a manager who can lead and direct them, engagement will decrease and the team will be aimless. A huge part of being able to lead a team stems from being able to understand them. This is where emotional intelligence comes in as a key business skill. Emotional intelligence helps us understand why people behave the way they do. This can help build better, more productive teams by understanding the intrinsic motivations that drive people. Emotional intelligence can also help in conflict resolution. Conflicts in the workplace happen. People are, after all, incredibly different. Knowing how employees will react to a certain event, workload and so on can help reduce conflicts in the first place, but having the emotional intelligence to empathise with issues and come to more agreeable resolutions is an essential business skill for any manager, team leader or business owner. All these skills above combined help create team building skills. Strong teams are the foundation of any productive workplace. But these don’t just magically appear (unless you’re very lucky!). Teams are tactically built through selective hiring, managed through excellent leadership and behaviour modelling and maintained through emotional intelligence to continuously inspire and motivate employees. Last but by no means least, the employees in your workplace aren’t the only place where your people skills are vital. You’ll also need networking skills to connect with external stakeholders, suppliers and more. Risk Management Skills Understanding risk is a vital business skill. Entrepreneurs and business owners are certainly natural risk-takers, as otherwise they would never set up a business in the first place. But to navigate risks, as well as opportunities, successfully, these risks need to be calculated, not just done for the thrill of it. Risk management involves several key skills, in main: Good understanding of data Analytical thinking Decision making skills Problem solving skills The huge swathes of data available to businesses now means business owners must have a solid foundation of data comprehension within their skillset. However, data alone does not navigate risks. Business owners must be able to take the insights revealed from data and apply analytical thinking and problem solving skills to figure out how to best utilise that data to aid decisions. Ultimately, these aid stronger decision making skills. Decisions based on data as well as firm reasoning help businesses better navigate risks and opportunities and lead to better outcomes. Quality Management Skills Quality is so often defined as “ fit for purpose ”. This idea of quality suggests that the minimum standard is the quality standard that businesses can aim for. It’s a dated idea and one of the reasons many businesses struggle with long-term growth; as they lack the vision to see beyond the current way things are. Quality should instead be thought of as a process of continuous improvement. That is, businesses should always be aiming to improve quality. Whether that be the quality of their customer experience , the quality of their service or product or the quality of their operations. Much of the research and talk around continuous improvement is thought only to apply to the manufacturing and automotive industries, for example lean six sigma. But it’s not the case. Business owners can use their skills to create a culture of continuous improvement. They can achieve this by documenting business processes to allow them to be measured, analysed and reviewed for potential improvements. This involves both data and analytical skills as well as planning skills to successfully implement developments. Communications Skills Your communications are how you connect with people, both internally and externally. Communication skills are therefore vital to running a successful business. Of course, there are communication skills that business owners (and employees!) should possess on an individual level. This includes skills like active listening , questioning skills , verbal communication skills, written communication skills, public speaking skills and interpersonal skills. These individual skills help aid the wider business skills needed for communications. These come in the form of: Marketing, advertising and sales skills Customer service skills IT skills Marketing and advertising are a business’s main form of communication with their customers. The skills needed to successfully market your business are vast. There are hard skills such as digital media skills, commercial awareness and digital analytics skills as well as softer skills like storytelling skills, creativity and more. While business owners don’t need to possess all these skills themselves, the business as a whole needs to have individuals who can offer these skills and knowledge. While sales is intrinsically linked to the marketing department, there are some unique business skills necessary. For starters, negotiation skills have to be top of the agenda for both individual sales employees, but also for those operating at a senior level. There is no one approach to negotiation that is guaranteed to work, instead negotiation skills often come down to reactivity and flexibility. Customer service is another vital aspect of businesses. It is one of the few areas where businesses stand out from competitors in a market where price points and margins have become slimmer and slimmer. The individual skills mentioned above matter here, but what matters more is ensuring everyone in your team has them to ensure an excellent customer service experience every time. Technology and communications are irrevocably interlinked in the 21st century. We use a huge range of communication tools for both internal and external communications. As such, a firm understanding of the best technologies available to aid your businesses communications is a vital business skill for long-term growth. Workflow Management Skills Workflow management services and skills focus on the day-to-day operations that keep your business running smoothly. These services involve the essential technical expertise needed to optimise processes and ensure high-performance business operations. Project management and planning is an essential business skill to ensure optimal workflow. Business owners in particular, as well as other senior leaders, are needed to be in more places than ever at any given time. Effective management of time, resources, money and employees will help operational performance. Time management is a particular trap many business owners and leaders seem to fall into. This in turn, makes delegation a key business skill. Time is our most precious resource and leaders should spend theirs on the activities that generate the most revenue, not activities that they simply feel unable to delegate. Though we’ve mentioned management skills above, it’s worth expanding on here as management skills are essential for a well-functioning workplace. Gallup research reveals that managers alone account for at least 70% of variance in employee engagement scores. As we’ve already highlighted, businesses with low employee engagement are businesses with low productivity. To improve operational performance therefore means having the right managerial skill set to ensure employees across the business are engaged daily. Leadership Management Skills Though leadership also takes many other skills which we’ve discussed throughout this article, it all starts with a business vision. When people first start their business, they have a clear vision in mind. But as months and years go by, the day to day operations tend to get in the way and the original. vision can often fall into the background. A business vision is what ties a business together. It gives employees a collective goal to work towards together and ultimately ties each department together with a clear destination. The business skills involved in creating a cohesive business vision are: Conceptualisation and creative thinking Building mission statements Identifying objectives Critical thinking Strategic planning Creating a business vision begins with creative thinking. After all, you need an idea. More importantly, you need an idea that solves a problem. Then you need to conceptualise that idea into a more coherent goal with a matching strategy. Building your mission statements is a key element of your business vision. This is your purpose for being. This is the reason your employees come to work everyday. Mission statements allow employees to see beyond the end of their desk and instead focus on the larger goals, which can motivate and inspire them. Once you have your mission statements, you can identify business objectives that will allow you to reach them. This will take a lot of critical thinking and strategic planning to create realistic, achievable goals that align with your overall business vision. Financial Management Skills Businesses need to make a profit, or at the very least break even in the first few years. To achieve this, business owners or financial directors need a range of financial skills to ensure business viability. Financial business skills include: Accounting, banking and bookkeeping Financial reporting Business intelligence An understanding of economics Cash flow management A basic understanding of economics is a valuable asset in business, particularly a more up to date understanding wherein businesses realise the value they can create externally for economies and societies. Alongside this there are a range of fundamental financial skills necessary to run a business successfully. This includes accounting and bookkeeping to ensure good money management, as well as to aid transparent financial reporting. Ultimately, it ensures businesses are running a robust financial strategy without room for error. Business intelligence combines business analytics, data and infrastructure to help businesses make better financial decisions. This could be identifying areas of the business where the most value could be created with additional funding or any number of other ways. Business owners and FDs must have a firm grasp of business intelligence data to maximise these opportunities and increase their competitive advantage. For SMEs in particular, cash flow is the most common issue faced. Around 57% of small businesses in the UK have experienced issues with cash flow. This makes sense. Cash flow is the lifeblood of a growing business. If mismanaged, the consequences are dire. Knowing how to monitor, protect, control and utilise your cash flow is an essential business skill. Core Beliefs and Values Our beliefs are our core values. They’re why we do what we do. They’re why you started a business. They’re why your employees come to work. Company cultures are the success or failure of a business and they are all based on the core values and beliefs we hold. Research backs this up: 46% of job seekers say company culture is very important when choosing to apply to a company. 91% of managers say a candidate’s alignment with company culture is equal or more important than skills and experience. 47% of active job seekers say company culture is their driving reason for looking for work. 35% of workers say they’d pass up a job offer if the company culture wasn’t the right fit. All this to say, a weak company culture is derived from a lack of shared beliefs and values. To create a successful company, everyone in the business must understand the value of the work they’re doing and how it is contributing not only to the business and the customer, but to wider society. The core values and beliefs that drive your company, only you know. But in general, companies with a strong culture share the following core values and beliefs: Passion Integrity Positivity A commitment to equality, fairness and inclusivity Flexible working practices A commitment to mental health and well-being A commitment to environmental responsibility The Core Business Skills are Intrinsically Tied As you can see, though our business improvement framework addresses all of the essential business skills necessary to run a successful business, there is much overlap between the areas. This is because to survive in the 21st century, businesses need to take a more integrated approach. Departments can no longer be siloed with little purpose, employees can no longer exist within static job descriptions and businesses can no longer run using the same management practices as the 19th and 20th century. 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In today's competitive landscape, hotels need to embrace revenue intelligence to stay ahead and adapt to evolving consumer preferences and market trends. Revenue Intelligence for Hotels In today's competitive landscape, hotels need to embrace revenue intelligence to stay ahead and adapt to evolving consumer preferences and market trends. Published on: 5 Feb 2015 Revenue intelligence in the hotel industry encompasses the strategic analysis and utilisation of data to optimise revenue streams and enhance profitability. It involves leveraging various metrics and insights to make informed decisions across departments, from pricing strategies to marketing campaigns. In today's competitive landscape, hotels need to embrace revenue intelligence to stay ahead and adapt to evolving consumer preferences and market trends. Conversational intelligence plays a vital role in revenue intelligence for hotels, especially in the realm of guest interactions. By harnessing conversational data from customer interactions, such as inquiries, feedback, and reviews, hotels can gain valuable insights into guest preferences, satisfaction levels, and pain points. This intelligence can inform personalised marketing initiatives, service improvements, and upselling opportunities. Whether through direct conversations with guests at the front desk or through online platforms and chatbots, harnessing conversational intelligence enables hotels to build stronger relationships with guests, ultimately driving loyalty and revenue growth. Recent research carried out by Rostone Operations revealed that 57% of hotels neglected to do a simple thing that would transform their booking levels overnight and reduce reliance on costly third party booking agents. Do you address your customers as ‘Sir’ or ‘Madam’, or are you striving to get ahead? Companies getting the edge in their customer service are recognising the benefits of familiarity when addressing their customers. Our Business Coaching for Hotels will ensure you never miss another business opportunity. Recent call content analysis highlighted some surprising results We reviewed the call content of 50 calls to different city based hotels further to our blog ‘Is your front desk a proactive front desk or are your teams suffering from complacency and missing valuable bookings?’ and found that in 57% of calls the call handlers failed to offer their name to the caller. Give your name and enhance trust When a call handler offers their name to a caller it enhances and promotes trust. If your caller has a name and a personality to talk to, you can make that leap from a faceless organisation to another human being; they become more willing to open up, meaning you have a better chance of being able to help. It gives the caller implied permission to ask you questions and opens up the ability to relate to the person on the other side, increasing empathy and understanding between the parties. In addition to all of these benefits of knowing a call handler’s name there is one, even more significant benefit: A caller knowing a call handlers’ name legitimises the call handler’s request to know the name of the caller. Use their name and make a difference This is something that surprisingly every hotel in our survey failed to do on every call. Yet, it is the one thing that can make the biggest difference to the direction and content of your call. This technique, used extensively in other industries and recognised for its ability to drive emotional attachment increases the likelihood of the caller becoming a paying customer. By treating the caller as an individual and using their name you are telling the caller ‘your business matters to us’. It enables you to change the dynamics of the call; Instead of sitting in a more ‘servant like’ relationship, you change the relationship to a more interdependent one. This inter-dependency enables your staff to ask more questions and propose alternatives more freely, demonstrating a higher level of customer service and increasing the likelihood of a reservation being made, as well as increasing the likelihood of referred 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

Company wellness programmes help staff feel happier, more motivated and more productive. Find out what they are and how to implement one in your business. What Is A Company Wellness Programme? If you want to achieve a higher level of productivity among your employees, creating a company wellness programme produces impressive results. Published on: 7 Jul 2022 This post covers: What is a company wellness programme? The productivity benefits of company wellness Creating a culture of productivity If you want to achieve a higher level of productivity among your employees, creating a company wellness programme produces impressive results. “Keep the crew happy, you can’t go wrong”, as fictional CEO Mr Tinsworthy says in the 1982 movie 9 to 5. In the film, the creation of a day-care centre, job sharing and an alcoholic rehabilitation programme improve staff happiness. As a result, there’s a 20% rise in productivity across six weeks. Can such an impressive leap in productivity be achieved through a company wellness programme in the real world? A study into a corporate wellness programme in the United States by the University of California Riverside proves that they work. Over three years, its results were dramatic – a 5 per cent increase in average worker productivity or one extra day of productive work each month. That figure doubled to an 11 per cent uptick for sick employees whose health improved and 10 per cent for healthy workers during the programme. What is a company wellness programme? A company wellness programme is sometimes called employee wellness, company wellness, corporate wellbeing, workplace wellbeing or health and wellbeing. A company wellness programme is a policy that companies introduce to keep employees safe, healthy and happy to help boost productivity. In larger firms, they include the following types of initiative: Yearly health assessments A health and wellness helpline Free flu jabs Free gym membership Healthy eating plans Fitness challenges Many more A company wellness programme doesn’t have to be expensive to make an impact. A simple programme for smaller companies or an imaginative one can also create meaningful productivity gains. Here are some easy wins: Discounted gym memberships Discounted monthly massages A healthy food box scheme What are the benefits of a company wellness programme? Most sensible employers want to look after the health and wellbeing of their employees and can see the link between improving wellness and reducing absenteeism. But what many small to medium-sized enterprises (SMEs) don’t realise is the productivity gains to be made from a company wellness programme. When staff are happy, their energy increases, employee engagement increases , they take fewer ‘sickies’ and productivity increases. And when the company is loyal to them, they’re faithful back, so they stay for longer. Some SMEs see providing employees with free access to the local gym as a cost. They don’t connect the wellbeing of staff with profitability, except in that they are delivering on their job description and other metrics that measure them. As long as employee appraisals are fair, they see everything else as OK. Forward-thinking business owners, managers and directors take a more detailed view of their business and how to run it effectively. They want their staff to be more involved with the company and its success while showing an interest in their team at the same time. How employee wellbeing drives productivity today People are starting to value their lifestyle as much as their salary. The younger generation, in particular, doesn’t want their life to be all about their job. That’s the inverse of where our grandparents were 50 to 100 years ago in the mechanistic era when command and control was the way to run a business. Back then, you could sell everything you made, there wasn’t a lot of competition, and everyone was glad to have a job. In today’s more enlightened and interconnected world, there’s much more competition for the products and services we produce and the talent that we employ. Employees’ opinions have become as valid, if not more so, as the customer’s. Not providing or being seen to offer a work-life experience for young people that’s balanced and helps them to get the most out of life and work, will bring you up short. You’ll find it challenging to recruit and retain staff. Creating a culture where productivity increases You have to do your bit to show employees that it’s worth working for you by creating a culture that cares. When they accept that a company is not just about what they produce, but is interested in their wellbeing as well, those people are going to be more loyal and motivated in return. In The Millennial Study by Qualtrics and Accel, 20% said finding a more fulfilling job would be the main reason for leaving their current one. In the Deloitte Global Millennial Survey 2020, millennials and Gen Zs (ages 25-30) wanted businesses to put people before profits. “Job loyalty rises as businesses address employee needs, from diversity and inclusion to sustainability, reskilling, and more,” said Deloitte. We believe that creating value for employees is as vital as creating value for customers. We don’t hesitate to address customers’ problems by selling a service or product that helps them. So, it makes sense to try something similar with employees. Like your customers, they also have problems, whether it’s paying the bills or finding a work-life balance that has meaning. Employees need to see there’s something more to a job than our forefathers did, and a company wellness programme is just one of the ways you can achieve it. 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

Learn how to develop SOPs for small business growth and scalability. Improve operational efficiency, streamline processes, and enhance team engagement with effective SOPs. Creating SOPs to Drive Small Business Growth and Efficiency Unlock efficiency, consistency, and scalability with well-documented SOPs for your business. Standard Operating Procedures (SOPs) are the backbone of any well-structured business, providing clarity, consistency, and efficiency. Whether you're looking to scale, improve operational efficiency, or enhance team engagement, SOPs offer a structured approach to achieving sustainable growth. In this post, we’ll explore how to develop SOPs for small business growth and scalability and how they can be a game-changer in different industries. Why SOPs Matter for Business Growth SOPs help streamline operations, reduce errors, and ensure consistency across all functions. They serve as a foundation for business process reengineering , allowing companies to refine workflows, eliminate inefficiencies, and enhance productivity. If you’re wondering, how do SOPs improve operational efficiency? —the answer lies in their ability to create repeatable and scalable processes that reduce dependency on individual employees. How to Develop SOPs for Small Business Growth and Scalability To create effective SOPs, follow these key steps: Identify Core Processes – Outline the critical functions that drive your business. SOPs are developed from an understanding of these core operations. Document Each Step Clearly – Ensure that each SOP is easy to follow, using checklists, flowcharts, or video tutorials where necessary. Engage Your Team – Understanding how to develop SOPs for small business team engagement means involving employees in the documentation process to capture real-world challenges and solutions. Implement and Train – SOPs should not just exist on paper. Train your team to follow them consistently. Monitor and Update Regularly – Businesses evolve, and so should their SOPs. Learning how to ensure SOPs are up-to-date with business changes is crucial for maintaining relevance. How to Use SOPs for Enhancing Small Business Efficiency Efficiency is a major concern for small businesses. By implementing SOPs, companies can: Reduce onboarding time for new employees Minimise errors and operational bottlenecks Ensure compliance with industry standards Improve customer experience with consistent service delivery SOPs for Business Process Improvement and Scalability SOPs for business process improvement help businesses refine workflows to remain competitive. When done correctly, they ensure that tasks are completed with precision, even as the business scales. This is particularly crucial in industries such as: Retail and E-commerce – Ensuring inventory management and order fulfillment run smoothly. Healthcare – Standardising patient care and administrative procedures. Manufacturing – Maintaining quality control and safety regulations. Hospitality – Enhancing customer service and operational efficiency. If you’re asking, what industries benefit the most from SOPs? , the answer is nearly all industries. However, businesses in rapidly changing sectors or those with stringent compliance requirements tend to gain the most. SOPs are a vital tool for businesses looking to scale efficiently and improve operational workflows. They ensure business growth and scalability , enhance efficiency, and support ongoing business process improvement. Whether you're a small business owner or a manager looking to enhance operations, investing time in well-documented SOPs will pay off in the long run. 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

Create your own learning and development strategy for your SME to enhance your business performance and maximise your business resilience. Learn more. How to Create a Learning and Development Strategy in SMEs Create your own learning and development strategy for your SME to enhance your business performance and maximise your business resilience. Learn more. Published on: 12 Aug 2021 Learning and development ( L&D ) offers great benefits to businesses, including a stronger company culture , improved employee retention, increased employee engagement and improved business productivity and performance to name only a few. But these various benefits hinge on the effectiveness of your learning and development strategy. Many learning and development strategies aren’t delivering the desired results for businesses, despite investing billions: Of 4,300 surveyed employees, 74% say they aren’t achieving their full potential at work due to a lack of development opportunities. Only 12% of employees say they apply skills learned in training to their job. Just 38% of managers say their learning programs meet their learner’s needs. Only 25% of McKinsey survey respondents said training measurably improved performance. What is a Learning and Development Strategy? L&D refers to any and all activities a business undertakes to encourage the professional development of employees. A learning and development strategy then is the formal process which plans, aligns and measures L&D activities. L&D activities look different in every business. In larger corporations, learning and development activities often focus on formal training programmes, in the form of online course units, specialist training providers and more. In SMEs, L&D activities are often far less formal and may come in the form of personal development plans, individual L&D budgets and mentoring. An L&D strategy aligns these activities with organisational goals. It sets out the workforce knowledge, skills and behaviours necessary to achieve organisational goals and plans how to develop these areas to achieve said goals. In this sense, it seeks to improve organisational performance by improving employee performance through supporting and aiding their development with a variety of activities and methods. Or at least this is what an effective learning and development strategy should do. The Current Problems with Learning and Development Strategies Learning and development strategies as we currently know them aren’t as effective as businesses want them to be. Worldwide, businesses invest more than £258 billion into learning and development. For this huge sum, businesses should expect to see substantial benefits, but research suggests a majority of business leaders and employees find current L&D strategies lacklustre at best: 75% of managers are dissatisfied with their companies L&D function. 70% of employees don’t feel they have the mastery of skills necessary to do their job. 99% of learning and development professionals say critical skill gaps will negatively impact their companies in the coming years. The negative impacts mentioned included future growth, customer experience, product quality and the ability to innovate. 33% of employees say their current company training doesn’t meet their expectations. 1 in 3 employees say their company’s training is out of date. For management and leadership, the problem is even more apparent: 59% of managers overseeing less than three employees report having no training whatsoever, while 41% of managers overseeing three to five employees report the same. Nearly 50% of managers with over 10 years of experience say they’ve only had nine hours training total. What all these statistics and the statistics from the introduction highlight is that learning and development isn’t working as well as it could be for many businesses or employees. Employees feel like they’re not having their learning needs met or being given the development opportunities they desired. Businesses have identified skills gaps, but the current L&D strategy isn’t helping them address this gap or improve business performance as a whole. On top of all this, for a huge number of businesses, management seems to be entirely neglected from the learning and development strategy. What are the Benefits of an Effective Learning and Development Strategy? Moving away from the current issues highlighted above, what benefits can an effective learning and development strategy bring for businesses? Investing in learning and development increases employee satisfaction, engagement and retention. 68% of employees want to learn and train in the workplace and 94% of employees will stay longer at a company that invests in their learning and development. Retention rates rise by 30% to 50% at companies with strong learning cultures, while 40% of employees who receive poor training will leave their role within a year. This increased engagement and satisfaction has a direct impact on business performance. Businesses that invest in learning and development gain 21% more profit. Overall, an effective learning and development strategy helps create a better place to work , with improved behaviours driving the company forward. Employees across the business are engaged and motivated to continuously develop their skills, knowledge and behaviours, increasing both innovation and business performance. Overall, the company culture creates value beyond its product or service. It improves the lives of employees, creating sustainable businesses that contribute to society as a whole. This improved company culture also attracts the best talent, especially millennials. 87% of millennials believe learning and development in the workplace is important and 60% of them want leadership training. Considering this generation makes up the largest percentage of the global workforce, attracting and retaining the best talent from this generation is key to business success. Why is a Learning and Development Strategy Important? All these learning and development strategy benefits add up to a business with better performance, increased profit and improved business resilience. This matters because of the external challenges that businesses are facing. Businesses face increased uncertainty in global markets, slimmer margins, increased competitiveness from globalisation. Creating a company culture of continuous improvement can help businesses better navigate these external challenges, making them more innovative and agile in the face of constant change. To achieve this though, your learning and development strategy needs to be effective. By this we mean, it cannot be done ad hoc or forgotten about until an annual appraisal. An effective learning and development strategy must align with larger business goals, as well as be continuously monitored and improved. 10 Steps to Create an Effective Learning and Development Strategy in Your Business You can create an effective learning and development strategy by using the following framework: Assess the current business behaviours, knowledge and skills Identify the desired behaviours, knowledge and skills Align the L&D strategy with the business strategy Identify learning and development leaders Identify the best learning and development activities Execute L&D strategy and continuously monitor Measure the impact on business performance Identify activities that create the most value and scale Invest in learning technologies to suit your business needs Create a continuous learning and development cycle 1. Assess the Current Business Behaviours, Knowledge and Skills As with most strategies, a learning and development strategy should begin by identifying current behaviours, knowledge and skills across the business. You can assess knowledge of individual employees through a variety of means. This could be through employee feedback, as well as through individual performance metrics. Bloom’s revised taxonomy can also be helpful in assessing the level of knowledge possessed by employees and whether they are able to apply that knowledge successfully. Similarly, skills can be assessed across teams by utilising competency maps to assess where strengths and weaknesses lie. These can be completed by individual employees, or through leadership. Behaviours are an often overlooked part of learning and development, but behaviours are what drive employees to utilise their skills and knowledge. Gaining a better insight into the behaviours driving individuals and teams helps businesses better understand how to engage, motivate and inspire their employees. Current behaviours can be assessed by utilising workplace personality tests . 2. Identify the Desired Behaviours, Knowledge and Skills That Will Improve Business Performance Now you have a wealth of information available on the current behaviours, knowledge and skills across your business, you can identify where the gaps are. These will be bespoke to the unique needs of your business and are difficult to generalise. You may have critical skill gaps within certain departments limiting performance or perhaps there is a lack of consistent behaviours within customer service teams which is impacting the customer experience. Whatever it might be, create a list of the desired behaviours, knowledge and skills that could have a direct impact on business performance. 3. Align the Learning and Development Strategy With the Business Strategy To be effective and create value, a learning and development strategy must align with business goals. This is something many businesses struggle with, only around 40% of companies say their learning strategy is aligned with business goals. An effective organisational design process will help deliver the business goals. This is often due to outdated practices within L&D, with particular regard to the metrics used to measure L&D performance. For example, a common metric used to measure the success of a learning and development activity would be participation rate or completion rate. While these metrics give us some insight, they don’t give a clear picture of how that attendance impacted business performance. Chances are you’ll have a long list from the above activity, but ask yourself which would create the most value within your business and which would have the largest impact on the bottom line? These are your learning and development objectives, aligned with your business strategy and goals. 4. Identify Learning and Development Leaders Often the learning and development strategy is owned by one department or even one employee in smaller businesses. Employees know little about the L&D strategy and their place within it due to a lack of transparent communication. An effective learning and development strategy needs to be owned and led by the relevant department to ensure someone is responsible for executing and monitoring the strategy as it progresses. This will again be down to the unique structure of your business as to who these leaders will be. All this said, a learning and development strategy works best when employees have a good understanding of the strategy, their individual goals and how they relate to the larger business goals. Businesses can benefit by creating collaborative partnerships with each department or team in regard to leadership and development, for example, by having each department have a team member responsible for monitoring their role within the wider L&D strategy. One of the simplest ways to achieve this transparent communication is by investing in the right technologies, so that all employees can log in and monitor their own performance and progress, as well as wider business performance. Learning and development also has a place within the c-suite, especially if businesses hope to create a company culture of continuous learning. Leadership should be aware of and actively promote learning and development as a core value of the business, modelling to employees the importance of L&D within the company. 5. Identify the Best Learning and Development Activities to Achieve Objectives There are many potential learning and development activities you can utilise to achieve your objectives. This includes: Coaching Mentoring Lectures Seminars Webinars Discussions Debates Individual L&D budgets Gamification Job shadowing Guided learning Peer learning Micro learning Utilise the behaviours assessment completed earlier to figure out the best learning activities for teams and individuals. Most importantly, keep learning relevant and applicable to keep employees engaged and to ensure learning is not forgotten mere moments after. This may mean bespoke approaches, as opposed to a company-wide online course for example. But taking this approach means that you’ll see more value created from your learning and development activities. We’ll use an example to expand on this point. Let’s say a business opts for a generic customer service learning and development course, that can be completed in online modules as and when it suits employees. There are many modules and employees have an hour once a week to complete a module. Now let’s say another business knows they have some knowledge and behaviours lacking within their customer service. Instead of the generic learning technology though, they opt to get employees to pick real case studies each week from their workload and meet in small discussion groups to discuss the strengths and weaknesses of customer service within those case studies. Keeping learning relevant and timely helps employees retain and apply that knowledge, as well as increase engagement. Keep this in mind when choosing your learning and development activities. 6. Execute the Learning and Development Strategy and Continuously Monitor With your strategy created and your learning and development activities identified, you can execute your learning and development strategy. L&D leaders identified earlier on are ultimately responsible for this and should have clear tasks and responsibilities in regard to the execution of the strategy. They can similarly ensure all departments are doing their bit with regular, open communication with relevant team members. As with all technologies, modern learning and development technologies allow for businesses to monitor performance in real-time. This can ensure the strategy stays on course and help businesses navigate any issues as they happen, instead of after the fact. 7. Measure the Impact of Learning and Development Activities on Business Performance We touched upon L&D metrics earlier, but we’ll expand on that here. Your L&D metrics should directly align with your KPIs within your business strategy. These are the metrics you should be measuring to get an accurate idea of the impact of your learning and development strategy, not empty metrics like participation or attendance. Using the example above again, businesses could compare customer satisfaction rates from before and after the learning and development activities to see the real impact of learning for both their employees and their customers, and ultimately their bottom line. 8. Identify Which Activities Create the Most Value and Scale SMEs often don’t have the budget to trial many learning and development activities at once. This learning and development framework allows SMEs to figure out which activities create the most value and to scale only those activities. You don’t need to immediately roll out a company wide learning and development programme. In fact, we’d advise against it. Start small and build your way up. Trial activities with one department, monitor and assess the results. If you’re able to implement several learning and development activities at once, figure out which made the biggest impact on business performance and scale that activity across your business where possible. For example, if you tried webinars for customer service teams but saw little improvement in customer satisfaction, but your individual learning and development budgets had increased employee engagement and productivity, you would scale the latter to be a company-wide programme. 9. Invest in Learning Technologies to Suit Your Business Needs With value-adding learning and development activities identified through performance metrics, businesses can make better decisions about the right L&D technologies to invest in to further improve their learning and development processes across the business. Investing in these technologies initially represents a significant cost, one that many SMEs cannot afford to bear with no return. Monitoring learning and development progress and measuring the impact on performance ensures businesses can invest in the best technologies to suit their unique learning and development needs and business goals. 10. Create a Continuous Learning and Development Cycle To create a company culture of learning, your learning and development strategy needs to be a continuous process. Once it has been planned, executed, monitored, measured and scaled, it should be repeated. This learning and development cycle gives companies a competitive edge. It means their employees are always learning and developing their own behaviours, knowledge and skills. This means teams are always becoming more productive and efficient, which in turn means companies are always improving their business performance, making them more competitive and innovative places to work. 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

Discover how CRM can enhance customer empathy and service by personalising interactions, improving response times, and leveraging AI for better engagement. Learn key CRM implementation steps to optimise your business relationships. How to Use CRM to Improve Customer Empathy and Service Discover how CRM can enhance customer empathy and service by personalising interactions, improving response times, and leveraging AI for better engagement. Published on: 6 Jan 2025 In today’s competitive market, businesses that prioritise customer empathy and business growth stand out. A Customer Relationship Management (CRM) system is a powerful tool that helps businesses enhance customer service by tracking interactions, personalising experiences, and ensuring a seamless service journey. By leveraging CRM effectively, businesses can not only build stronger customer relationships but also drive sustainable growth through improved retention, increased sales, and data-driven decision-making. Here's how you can use CRM to enhance customer empathy, service, and long-term business success. What is CRM Implementation? Definition CRM implementation involves installing, configuring, and integrating CRM software to manage customer relationships effectively. It enables businesses to centralise customer interactions, automate workflows, and gain valuable insights into customer behaviour. Goal The primary goal is to improve customer service, enhance sales processes, and ultimately, increase revenue. CRM implementation helps businesses respond proactively to customer needs, CREATING long-term loyalty and trust. Process CRM implementation encompasses several critical steps: Assessing business needs Selecting the right CRM software Customising it to align with workflows Migrating data accurately Training staff Testing and optimising the system for continuous improvement 1. Understand Your Customers’ Needs with Data Empathy starts with understanding, and CRM systems store valuable data on customer preferences, past interactions, and feedback. By analysing this data, businesses can anticipate customer needs and tailor their responses accordingly. A well-implemented CRM allows businesses to identify trends and patterns in customer behaviour. For instance, if a customer frequently contacts support about the same issue, the system can flag this for proactive resolution. Additionally, CRM analytics can help segment customers based on preferences, enabling more personalised marketing and service strategies. Example: A CRM can highlight repeat service issues, allowing a proactive resolution before the customer even reaches out. 2. Personalise Customer Interactions A personalised approach demonstrates that a business values its customers. CRM enables businesses to store detailed customer profiles, including purchase history and communication preferences. By leveraging CRM data, companies can ensure that interactions are relevant and engaging. For instance, an e-commerce store can use CRM insights to send personalised recommendations based on past purchases. Likewise, a service provider can follow up with a customer regarding a previous inquiry, showing attentiveness and care. Example: Using CRM insights, a service representative can greet a returning customer by name and reference past interactions, making the experience more engaging and effective. 3. Improve Response Time and Efficiency Customers appreciate timely and efficient service. A CRM automates workflows, assigns tasks to the right team members, and provides a centralised hub for tracking customer requests. Automation tools within CRM systems help businesses reduce response times and streamline communication. For example, automated ticketing ensures that inquiries are promptly assigned to the appropriate agent, while chatbots integrated with CRM can handle simple queries instantly. Additionally, CRM dashboards allow managers to monitor service performance and identify areas for improvement. Example: Automated ticketing ensures that customer inquiries are assigned to the best-suited agent, reducing resolution time and frustration. 4. Enhance Follow-Ups and Customer Retention Empathy extends beyond resolving an issue—it includes proactive follow-ups. CRM systems can schedule automated follow-ups, reminding businesses to check in with customers after service interactions. Effective follow-ups build trust and demonstrate commitment to customer satisfaction. For example, a CRM can trigger an email survey after a support interaction, allowing customers to provide feedback. Businesses can then use this feedback to improve processes and address any lingering concerns. Example: A CRM can trigger an email or call reminder a week after a service request to ensure customer satisfaction. 5. Leverage AI and Chatbots for Instant Support AI-powered chatbots integrated with CRM systems provide instant responses while still ensuring a human-like experience. They can answer common questions and escalate complex issues to human representatives. Intelligent chatbots can analyse customer sentiment and respond in a way that feels more natural and engaging. Furthermore, AI-driven CRM features can predict customer issues based on past interactions, helping businesses proactively address concerns before they escalate. Example: A chatbot integrated with a CRM can recognise a returning customer and provide support based on their previous inquiries. 6. Use CRM to Gather and Act on Customer Feedback Listening to customer feedback is key to improving service quality. CRMs can collect feedback through surveys, chat logs, and service reviews, providing valuable insights for future improvements. Businesses can use CRM analytics to track customer sentiment and identify recurring complaints. For example, if multiple customers report the same issue, CRM tools can generate reports highlighting these concerns. Companies can then take data-driven actions to improve their offerings and service quality. Example: A CRM can flag recurring complaints, allowing businesses to adjust their approach and enhance service delivery. Key Steps in CRM Implementation 1. Plan a CRM Strategy Define clear business goals and objectives that the CRM system will support. Identify key pain points in customer service and outline how CRM can address them. 2. Select CRM Software Choose a CRM platform that aligns with your business needs. Consider factors like scalability, integration capabilities, and user-friendliness. 3. Thorough Data Migration Migrate existing customer data accurately to avoid losing valuable information. Data cleansing ensures that only relevant, high-quality data is transferred. 4. Configure and Customise Tailor the CRM system to fit specific workflows and processes, ensuring a seamless transition for employees. 5. Train and Change Management Provide comprehensive training to staff, addressing potential resistance to change. A well-trained team maximises CRM adoption and effectiveness. 6. Test and Launch Thoroughly test the CRM system before deployment to ensure all functionalities work as expected. 7. Ongoing Optimisation Continuously monitor performance and refine processes to enhance efficiency and customer satisfaction. A CRM system is not just a data repository—it’s a strategic tool that helps businesses build stronger, more empathetic customer relationships. By using CRM to understand, personalise, and improve service, businesses can create a customer experience that enhances loyalty and long-term success. 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

A comprehensive business operations assessment identifies inefficiencies, strengthens decision-making, and creates a scalable business model. Gain strategic insights to enhance profitability, streamline operations, and drive sustainable growth. Comprehensive Business Operational Assessment Operational Excellence Begins With Operational Assessment Running a business involves more than just managing day-to-day operations—it’s about creating a structure that allows for sustainable, scalable growth. Many businesses unknowingly operate with inefficiencies, missed opportunities, and hidden risks that limit their value and growth potential. A comprehensive business operations assessment helps uncover these barriers, providing the clarity needed to make informed, strategic decisions. Uncover Lost Profit Inefficiencies cost businesses an average of 20-30% of their revenue annually. Misaligned processes reduce productivity and increase employee turnover. Lack of clear operating procedures leads to inconsistent customer experience and lost opportunities. What is a Comprehensive Business Operational Assessment? A business operations audit is a structured review of your company’s core functions and processes, focusing on: Business Strategy and Alignment – Are your goals aligned with day-to-day operations? Operational Efficiency – Are you maximising productivity and eliminating waste? Leadership and Accountability – Are decision-making structures clear and effective? Financial Performance – Are you optimising profit margins and cash flow? People and Culture – Is your workforce aligned with your business goals? Technology and Digital Transformation – Are you using the right tools to support scalability? Customer Experience and Retention – Are you building long-term customer loyalty? How the Assessment Works Step 1: Initial Consultation – Understanding your business goals and challenges. Step 2: Data Collection – Reviewing processes, performance data, and financials. Step 3: Analysis – Identifying gaps, inefficiencies, and missed opportunities. Step 4: Reporting – Providing a detailed report with insights and actionable recommendations. Step 5: Debrief and Recommendations – Discussing the findings and next steps. Key Insights You’ll Gain Identify the most significant bottlenecks slowing your growth. Understand the true cost of inefficiencies across your operations. Get clarity on your business’s strengths and weaknesses. Develop a roadmap for operational improvements and strategic growth. Why a Comprehensive Assessment is Essential for Scaling Scaling a business isn’t just about increasing revenue—it’s about ensuring your operational model can support growth. Without a clear understanding of your operational weaknesses, businesses risk hitting structural limitations that stall progress. An audit provides the foundation to scale strategically, improving efficiency, profitability, and business value Who Should Consider a Business Operations Assessment? Business owners preparing for growth or investment. Companies struggling with operational inefficiencies. Businesses facing declining profit margins despite increased sales. Founders looking to transition from day-to-day operations to a more strategic role. Common Mistakes That an Business Operations Assessment Can Fix Poor delegation and decision-making bottlenecks. High employee turnover and low morale. Inconsistent customer experience and declining retention rates. Over-reliance on manual processes, leading to errors and inefficiencies. 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

Learn how to improve small business operations in this helpful guide to increase your business productivity and maximise your business resilience. How to Improve Small Business Operations Learn how to improve small business operations in this helpful guide to increase your business productivity and maximise your business resilience. Published on: 5 May 2022 For small businesses, improving business operations often boils down to day to day survival. Leaders run from department to department, putting out fire after fire, with little time to look at the bigger picture which slows long-term growth by stunting operational efficiency. Research by McKinsey shows 79% of all companies have cut costs over the last year in response to the economic uncertainty, but only 53% of executives believe that this approach actually helped the business weather it. At the same time, research shows only 4% of companies measure and manage their documented processes. This suggests a huge amount of businesses are struggling to focus on improving operational efficiency as a means of increasing business productivity and profitability. If operations management in small businesses reviewed their operating efficiency they could improve business operations and in turn, improve business productivity and profitability; making them more competitive and maximising business resilience. We all need to rethink business . That’s why in this article we’ll be looking at what operational efficiency is and how to improve small business operations to achieve it and how that can be a part of a continuous business improvement programme . What is Operational Efficiency and How Can it Increase Business Profitability? Before we can dive into how to improve business operations in a small business, it helps to understand what the goal is. That goal is simple on paper — to improve operational efficiency. Often operational efficiency is a term thought to only be used within the manufacturing industry, with little regard for the 6 million SMEs in the UK which make up 99% of all businesses. But it’s not so. Business operational efficiency simply refers to an organisation’s ability to deliver a high quality service or product through the most streamlined processes and effective use of resources. Therefore this approach is a great strategy to increase revenue and business growth internally by enabling businesses to generate larger profits with the same resources, as opposed to looking for external sources like a new sales or marketing campaign. Maximising a Small Marketing Budget Maximising a small marketing budget isn't just about stretching resources—it's about survival in a fiercely competitive arena. For small businesses, prudent spending is paramount to carving out a niche and staying afloat amidst industry giants. It's a strategic game where every penny counts, demanding innovation and creativity to make impactful impressions. In today's market, where attention is currency, mastering the art of maximising a modest budget isn't optional—it's the lifeline for sustainable growth and long-term success. How to Improve Small Business Operations to Maximise Business Productivity Business operations are not merely a means of cost management. All aspects of your business relate to business operations. Broadly, for all business sectors there are eight categories to focus on in business operations where improvements can be made: Organisation operations Sales and marketing operations Supply chain operations Sourcing and procurement operations Financial operations Business process management Research and development Outsourcing operations Of course, not all of these categories will apply to every business. But it goes to show the broadness of which aspects can be addressed in the process of operational improvements. For most SMEs, the following strategies can help to improve small business operations: A business improvement programme Reviewing and refining processes Improving employee well-being A more developed financial strategy Utilising the best technologies available Measure overall performance and set goals A Business Improvement Programme A business improvement programme will ensure that the right problems are fixed in the right order, that the operational issues that are having the most significant impact on the business need to be addressed first. Reviewing and Refining Processes for Continuous Improvement Business process management (BPM) speaks to the statistic we referred to in the introduction; that only 4% of businesses measure and manage processes. Process refinement is at the heart of improving business operations.BPM gives businesses a better understanding of the drive behind day-to-day operations. Without documented and measured processes, you’re just making guesses as to where operational improvements can be made, which is why so often large changes driven from the top-down cause such chaos for frontline workers. Though the brand is known as a global success now, Taco Bell used a business process management strategy to save their brand from going under back in the 1980s. In 1983, while the rest of the fast food industry was seeing an average 6% year-on-year growth, Taco Bell’s annual revenue growth was negative 16%. The newly appointed CEO, James Martin focused on completely redesigned business processes as a means of growth, transforming them into the $3 billion company we know today. All this to say, processes must be documented and measured within businesses, so that they can be reviewed and analysed. This shouldn’t be a one time review, but a continuous process of improvement. This can allow businesses to automate in new areas and better allocate resources to more productive activities. Improving Employee Well-Being Improves Employee Engagement Employee engagement is at the heart of business productivity. The picture in the UK for employee engagement currently is bleak. Gallup research reveals only 27% of UK employees strongly agree that their workplace cares about their well-being. While many companies have an employee well-being programme in place, many of these bring lacklustre results when it comes to increasing employee engagement. There are no end of ways to improve employee engagement , but in short: Creating a robust company culture with a clear vision and purpose Transparent and open communication Investing in employee development Setting clear, attainable goals Supporting the mental and physical health needs of employees Empowering employees with decentralised decision making Building stronger teams through better, selective recruitment for behaviours Developing a More Robust Financial Strategy Businesses need to make a profit and your financial strategy is at the heart of this. Particularly within the hospitality industry, but across many industries, margins have dwindled as the markets have become more and more competitive. Low margins not only impact your financial viability, but they also impact employee morale. Wages stagnate and employees move onto greener pastures. Yet the approach of cutting margins to increase sales remains a common one. Instead, we suggest competing on the customer experience instead. 86% of customers are happy to pay more for a better customer experience. So instead of continuously eating into your margins to survive, increase them and justify it by delivering a better customer experience than anyone else on the market. Utilising the Best Technologies Available to Improve Operating Efficiency Technology is an undeniable part of working life in the Fourth Industrial Revolution. Automation is expected to increase across industries, freeing up your employees time to be better devoted to more creative tasks which machines cannot do. This isn’t to say technology alone is the solution for improving business operations, but ensuring you stay ahead of the curve (and competitors!) by keeping up to date and investing in the technologies you need to streamline and improve processes is a key characteristic for small business operations management. Measure Overall Performance and Set SMART Goals to Unlock Business Productivity So many SMEs only focus on the bottom-line financial metrics. Of course these are important, but it’s vital to measure your operational metrics if you want to improve small business operations. There are no end of operational metrics to pick from to measure your overall performance and operational efficiency, but common operational metrics include: Total tickets vs open tickets Mean time between failures Mean time to repair Mean time to recovery Mean time to resolve Mean time to respond Mean time to failure Lead time Average handle time Return on advertising spend Customer acquisition cost Time to payback Marketing originated customer percentage Employee efficiency Adherence to values Customer satisfaction Revenues per employee Once you’ve measured your performance, set new SMART goals to achieve them, to allow you to continuously develop and improve operational efficiency. 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What is Stakeholder Capitalism? Stakeholder capitalism is about companies serving a wider group of interests beyond the narrow focus on their shareholders. What is Stakeholder Capitalism? The idea of stakeholder capitalism features in The Modern Corporation and Private Property from 1932 and came to life in the 1970s, driven largely by Klaus Schwab, who founded the World Economic Forum. Published on: 27 Jul 2023 Stakeholder capitalism is about companies serving a wider group of interests beyond the narrow focus on their shareholders. The list of stakeholders includes the shareholders but also customers, staff, partners, suppliers, the planet, the community and wider society. A stakeholder business considers the environmental, social and governance (ESG) issues and corporate social responsibility (CSR) in addition to making a profit for shareholders. Stakeholder capitalism has a broader scope than shareholder capitalism alone Implementing stakeholder capitalism can be difficult as it has to be balanced with the priorities of shareholder capitalism Consistent metrics for companies to measure their efforts are needed for stakeholder capitalism to be applied successfully Momentum in the growth of stakeholder capitalism is being driven in part by increasing ESG and CSR requirements Economic models are adapting to support stakeholder capitalism objectives with advances in sustainable and circular economic activities The idea of stakeholder capitalism features in The Modern Corporation and Private Property from 1932 and came to life in the 1970s, driven largely by Klaus Schwab, who founded the World Economic Forum. In 2019, the influential Business Roundtable of top US company executives urged a move by companies away from shareholder primacy. At the start of 2015, releasing a report with former UK chancellor Ed Balls, former US treasury secretary Larry Summers wrote, “The ability of free-market democracies to deliver widely shared increases in prosperity is in question as never before.” As the saying goes, a rising tide lifts all boats. So for the first 100 years of capitalism nobody saw the damage being done. After all, more people die today of obesity than starvation. Most people became better off. However, now we see the shrinking ice caps, the inequality with bosses paid hundreds or even thousand times more than their staff and increasing pollution. The cost of economic growth has become more apparent to everybody. The best-performing companies are inclusive; they engage their employees and treat them right. In return, the staff are more motivated and the company more profitable. Countries can be run in the same way, by galvanising their population’s efforts to maximise growth and instilling a belief that things are being done in a fair, equal and inclusive way. Industrial capitalism needs an upgrade. Today, the world is dominated by services, experiences and knowledge, not industry. It needs upgrading to stakeholder capitalism . Haydn Shaughnessy wrote about this back in 2012, in Forbes , The Emergence of Social Capitalism: Adaptation or Threat? Stakeholder capitalism needs to be built with stakeholder businesses . These businesses still have profit as a primary focus, but they recognise and account for their impact on the environment, the communities within which they operate and the management of their suppliers and staff. Unlike their industrial capitalist parents, stakeholder capitalists don’t work in isolation. They work with others and factor into their costs the impact they’re having on the wider environment, the world and on other businesses. It’s a fundamental and very important difference. Yanis Varoufakis refers to it as “ democratic socialism” which works for him and his left leaning ideas and Marco Rubio’s calls it “common good capitalism” which works for his Republican right leaning tendencies. However “stakeholder capitalism” would be equally liked and disliked by both sides so making it an ideal name to run with, at least for now. As Winston Churchill once said: “The inherent vice of capitalism is the unequal sharing of blessings; the inherent virtue of socialism is the equal sharing of miseries.” Stakeholder capitalism brings together business, society and government into a single place, where the interests of all three are met equally at the same time. What is the difference between Shareholder Capitalism and Stakeholder Capitalism? Stakeholders in a company have a vested interest in it as they are affected by what it does and how it performs. In contrast to stakeholder capitalism, shareholder capitalism focuses more exclusively on achieving beneficial outcomes for companies and their shareholders through profitable growth. In the 1970s, the economist Milton Friedman was an influential voice in support of shareholder capitalism as the way forward for businesses. Traditionally, business owners are capitalists who own the means of production and pay wages to employees who work on their behalf. Flaws in capitalism concerning the exploitation of workers by factory owners were highlighted in the 19th century, in particular by Karl Marx, the German philosopher who witnessed first-hand the deprivations caused by the industrial revolution on his visits to Manchester. Social reform from the 19th century led to greater protection of employees, an important stakeholder group. Marx and Friedrich Engel’s pamphlet The Communist Manifesto viewed capitalism as a historical stage that would be followed by socialism – whether through revolution of political reforms and structural change. The threats to individuals posed by shareholder capitalism have influenced the works of many great authors, from Charles Dickens to George Orwell. Shareholder capitalism isn’t in danger of being overthrown, but it is evolving – rapidly. Source: Avenis What are the challenges of Stakeholder Capitalism? To be effective, stakeholder capitalism needs to strike the right balance with the demands of traditional shareholder capitalism. In his book Stakeholder Capitalism , Schwab highlights the list of major socio-economic issues that have to be tackled : Rising income inequality and slow wage growth Slowing growth, innovation and productivity Global debt Exploitation of natural resources that is damaging the environment The Embedding Project, which helps companies embed social and environmental factors in their decision-making, interviewed hundreds of senior leaders of global companies to identify these key stumbling blocks facing stakeholder capitalism : Not all positive contributions offset adverse impacts, for example, making carbon credits to cover carbon emissions Companies need to do more to balance all interests Meeting stakeholder expectations might not be enough in the longer term Focusing too much on stakeholders’ risks and ignoring bigger systems that are at play, for example, a well-intentioned environmental action might destabilise larger ecosystem activity. A flaw in stakeholder capitalism is that businesses trying to balance diverse priorities can cause confusion that may lead to so called garbage can organisations . Some people worry that stakeholder capitalism in the 21st century could fail for the same reasons they believe it did in the 20th century. Other challenges for businesses to face when they embrace stakeholder capitalism include: Being too vague on your goals and what success looks like Trying to do too much at the same time Not being accountable Not dealing with resistance to change from shareholders or conflicts between stakeholders Another significant challenge is cynicism in the ability of stakeholder capitalism to deliver on its promises. People can be turned off by tokenism and actions that are really no more than public relations exercises – talking the talk rather than walking the walk. Stakeholder capitalism initiatives can also be hijacked for other purposes, for example, as an excuse to cut workforce numbers. Implementing Stakeholder Capitalism Attention is being given to how best to transition to stakeholder capitalism and ensure it can be sustained. In conjunction with the likes of Deloitte, EY, KPMG and PwC, the World Economic Forum has proposed a set of common metrics that encourage consistent reporting by businesses of sustainable value creation. The aim is for these metrics to be used in corporate annual reports across all industry sectors and countries. There are 21 core metrics where information is already reported and a further 34 metrics that are less established. All metrics are aligned with four ESG priorities: governance, planet, people and prosperity. A report by the London Business School and the Investor Forum urges investors to use their influence to bridge the perceived divide between the role of shareholders and the expectations of stakeholders. The report recommends action in two key areas: A systematic approach in responding to stakeholder issues Better alignment of interests between investors and stakeholders Consultants McKinsey identifies five steps to getting stakeholder capitalism right : Know your stakeholders Understand stakeholders’ needs Define and measure how you will meet stakeholders’ needs Execute your stakeholder capitalism strategy Sustain long-term value creation for all your stakeholders WEF-IBC Measuring Stakeholder Capitalism Report How to measure Stakeholder Capitalism? As they say, “what gets measured, gets managed”, so how to measure stakeholder capitalism? A part of the answer lays with ESG; Environmental, Social and Governance criteria, and a white paper commissioned by the World Economic Forum’s International Business Council (IBC) called Measuring Stakeholder Capitalism – Towards common metrics and consistent reporting of sustainable value creation. This contains 21 core metrics and 34 expanded metrics with the goal of creating a global reporting system. The framework divides the metrics into four areas — principles of governance, planet, people, and prosperity — that serve as the foundation for ESG reporting standards. Each of these considers the 17 SDGs: Stakeholder Capitalism SDG Principles of Governance Metrics Stakeholder Capitalism SDG Principles of Governance Metrics SDG12: Responsible consumption and production, SDG16: Peace Justice and strong institutions, SDG17: Partnerships for the goals Stakeholder Capitalism SDG Planet Metrics Stakeholder Capitalism SDG Planet Metrics SDG6: Clean water and sanitation, SDG7: Affordable and clean energy, SD12: Responsible consumption and production, SDG13: Climate action, SDG14: Life below water, SDG15: Life on land Stakeholder Capitalism SDG People Metrics Stakeholder Capitalism SDG People Metrics SDG1: No Poverty, SDG3: Good health, SDG4: Quality Education, SDG5: Gender Equality, SDG10: Reduced Equalities Stakeholder Capitalism SDG Prosperity Metrics Stakeholder Capitalism SDG Prosperity Metrics SDG1: No poverty, SDG8: Descent economic growth, SDG9: Industry innovation and infrastructure, SDG10: Reduced inequalities To Wrap It Up Stakeholder capitalism is concerned not only for the shareholders but for all those who have a stake in the business – the employees, suppliers, customers, partners, society and the planet. To address the challenges of stakeholder capitalism, we must set ourselves to incorporate the ESG (environment, social and governance) principles not only with our reporting systems (or metrics) but also to embed these principles into the fabric of our businesses. We must approach this in such a way that our stakeholders have no doubt that we hold their best interests at heart. We can do this by being transparent in our governance, taking the utmost care to show how we value our people and by making firm decisions that support our environment. 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