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Discover 7 essential strategies to streamline workflows, enhance efficiency, and achieve operational excellence. Learn actionable tips to optimise processes, boost productivity, and drive sustainable growth in your organisation. 7 Business Process Improvement Strategies for Operational Excellence Unlock the full potential of your organisation with these strategies designed to drive efficiency, productivity, and sustainable growth. Effective business processes are the backbone of successful organisations. They enable smoother operations, better productivity, and increased profitability. Yet, many businesses face inefficiencies that hinder their growth. Business Process Improvement (BPI) offers a structured approach to identifying and resolving inefficiencies, driving operational excellence by ensuring that workflows align with organisational goals and deliver measurable outcomes. Prerequisites for Business Improvement Before embarking on a business improvement programme, it is essential to establish a solid foundation. This includes: Clear Objectives: Define what you aim to achieve through the improvement initiative, whether it’s cost reduction, increased efficiency, or enhanced customer satisfaction. Leadership Commitment: Ensure that leadership is fully committed to driving and supporting the changes. Employee Engagement: Cultivate a culture where employees are motivated to participate and contribute ideas. Resource Allocation: Secure the necessary resources, including time, budget, and tools, to implement changes effectively. Baseline Metrics: Understand your current performance by collecting data and setting benchmarks to measure progress. With these prerequisites in place, you can confidently move forward with strategies to enhance your business processes and achieve operational excellence. Below, we explore seven BPI strategies that can elevate your organisation. 1. Conduct Process Mapping Process mapping is a powerful tool for visualising and analysing workflows within an organisation. It involves creating a detailed diagram or flowchart that represents the sequence of tasks, decisions, and interactions involved in a process. By carefully documenting each step, process mapping helps you gain a comprehensive understanding of how work is completed, who is responsible for each step, and how different departments or teams interact. Identifying Bottlenecks The primary benefit of process mapping is that it allows businesses to pinpoint inefficiencies. Bottlenecks, for example, become much more evident when the entire workflow is laid out visually. These bottlenecks can occur at any point where work is delayed due to resource constraints, excessive approvals, or lack of coordination between departments . Identifying these obstacles is the first step toward removing or reducing their impact. Uncovering Redundancies Redundancies are another common issue that process mapping helps uncover. In complex organisations, it’s easy for tasks to be duplicated or for processes to overlap unnecessarily. When workflows are clearly mapped, it becomes easier to spot areas where tasks are being repeated or where resources are being used inefficiently. This visibility allows for the elimination of these redundancies, ensuring that resources are being utilised in the most effective manner possible. Improving Standardisation and Consistency Furthermore, process mapping provides insight into areas where there is a lack of standardisation or clear procedures. These gaps can lead to inconsistencies in output quality, missed deadlines, or customer dissatisfaction. By documenting processes, organisations can standardise workflows and implement best practices, ensuring greater consistency and reliability in outcomes. Fostering Cross-Functional Collaboration Another advantage of process mapping is that it promotes cross-functional collaboration. Since process maps show how different departments interact, they can highlight potential communication gaps or opportunities for better coordination. When employees from various functions come together to create or review process maps, it fosters a greater understanding of how their work fits into the larger organisational strategy and encourages collaboration across teams. Enabling Continuous Improvement In addition to identifying bottlenecks, redundancies, and areas of inconsistency, process mapping also helps with continuous improvement. Once an organisation identifies inefficiencies or improvement opportunities, process maps serve as a baseline for future iterations. Changes can be tracked and measured over time, allowing businesses to refine their processes and enhance overall performance. Streamlining Operations for Success Ultimately, process mapping is an essential technique for streamlining operations, improving efficiency, and enhancing organisational effectiveness. It provides a clear, visual framework for understanding workflows, enabling businesses to identify opportunities for optimisation and better allocate resources. By regularly updating process maps, organisations can continue to evolve and adapt to changing needs, ensuring long-term success and competitiveness. Actionable Tip: Use tools like flowcharts or specialised software to map your key processes. Invite team members from different levels to contribute, ensuring accuracy and inclusivity. 2. Leverage Data Analytics Data-driven decisions are fundamental to improving business performance and achieving long-term success. Rather than relying on assumptions or gut feelings, making decisions based on data provides an objective, evidence-based approach that allows businesses to pinpoint exactly where they can improve and how to allocate resources most effectively. By leveraging data, organisations can gain insights that are not only accurate but also actionable, ensuring that each decision made contributes to overall growth and efficiency. The Role of Performance Metrics At the core of data-driven decision-making is the use of performance metrics—key indicators that measure the effectiveness of various aspects of the business. These metrics can range from financial data, such as revenue and profit margins, to operational metrics, like production cycle times, customer satisfaction scores, and employee productivity levels. By continually monitoring these metrics, businesses gain a clear picture of their current performance, which serves as a foundation for making informed decisions. For example, if a company notices that customer satisfaction scores are dropping, data analysis can reveal patterns or issues (such as long response times or product quality concerns) that need to be addressed. Identifying Trends with Data One of the most powerful aspects of data-driven decisions is the ability to identify trends. Over time, data can highlight both short-term fluctuations and long-term patterns that would otherwise go unnoticed. For instance, sales data might show seasonal patterns that allow businesses to adjust their inventory and staffing levels accordingly, or customer feedback might reveal emerging needs that signal new market opportunities. Identifying these trends empowers businesses to act proactively, positioning themselves to take advantage of opportunities before their competitors do. Uncovering Inefficiencies Data analytics also plays a crucial role in identifying inefficiencies within the organisation. Whether it's a manufacturing process that is slower than necessary, a sales funnel with a high dropout rate, or operational bottlenecks that delay product deliveries, data helps pinpoint exactly where performance is falling short. Through data analysis, businesses can uncover the root causes of these inefficiencies rather than just addressing the symptoms. This enables businesses to implement targeted improvements, whether through automation, process optimisation, or staff training, ensuring that each adjustment has a direct, measurable impact on performance. Assessing the Impact of Operational Changes Another critical advantage of data-driven decision-making is the ability to assess the impact of operational adjustments. Without data, it’s difficult to understand whether a change has made a significant difference or if further adjustments are needed. However, when decisions are grounded in analytics, businesses can track the effects of their changes in real-time. This feedback loop allows for continuous improvement, as businesses can quickly evaluate whether a particular approach is yielding the desired results or if they need to pivot. For example, after launching a marketing campaign, performance data such as conversion rates and customer engagement metrics will reveal whether the campaign was effective or if adjustments are required. Eliminating Bias and Subjectivity Moreover, data-driven decisions eliminate bias and subjectivity from the decision-making process. When decisions are based solely on assumptions or personal experience, there’s a risk of favouring certain ideas or initiatives that may not be the most effective. Analytics, on the other hand, provide a neutral, factual basis for decisions, reducing the influence of biases and making it easier to evaluate multiple options objectively. Fostering Accountability and Alignment In a broader organisational context, adopting a data-driven culture can foster accountability and alignment across teams. When everyone is working with the same data and performance metrics, departments can work collaboratively toward shared goals, making it easier to align strategies and track progress. This transparency also helps managers and employees make better decisions at all levels, leading to greater efficiency and cohesiveness within the organisation. The Power of Data-Driven Decisions for Growth Ultimately, data-driven decisions ensure that operational adjustments are not only informed but also impactful. By making decisions based on facts and insights, businesses can continuously optimise their operations, improve customer experiences, and stay ahead of the competition. In a world where market conditions, customer preferences, and technologies are constantly evolving, data analytics provides the agility and foresight necessary to navigate these changes successfully. By embracing this approach, organisations can make smarter, more effective decisions that drive sustainable growth and operational excellence. Actionable Tip: Invest in business intelligence tools to track metrics like cycle times, error rates, and customer satisfaction. Regularly review this data to stay informed about your processes' performance. 3. Automate Repetitive Tasks Automation has become a game-changer for businesses seeking to improve efficiency, reduce errors, and enhance productivity. By integrating automated systems into everyday processes, organisations can unlock substantial benefits that not only streamline operations but also create more room for strategic decision-making and growth. Below, we explore how automation specifically impacts key operational areas and drives the path towards operational excellence. Reducing Manual Effort Manual tasks such as data entry, invoice processing, and inventory management often require significant human input and can consume valuable time. Automation tools and systems can take over these repetitive tasks, significantly reducing the workload for employees. By automating routine processes, businesses can free up their teams to focus on more complex and strategic activities, ultimately leading to increased job satisfaction and higher levels of employee engagement. This shift not only boosts productivity but also ensures that employees’ skills are better aligned with the organisation’s high-priority goals. For instance, instead of spending hours inputting customer details or processing invoices manually, an automated system can instantly capture and record data, ensuring a faster and more accurate workflow. This, in turn, allows your team to concentrate on high-value tasks such as customer relationship building, strategic analysis, and business development. Minimising Errors and Enhancing Accuracy Manual processes are prone to human error. Mistakes in data entry or inventory tracking can lead to costly issues, including lost revenue, poor customer satisfaction, and even compliance violations. Automation addresses this challenge by eliminating the risk of human error in routine processes. Systems designed for automation are typically programmed to follow predefined rules and protocols, ensuring that tasks are executed consistently and without deviation. For example, invoice processing can be automated to match purchase orders with supplier invoices, flagging discrepancies for review. This ensures that mistakes, such as overpayment or incorrect billing, are prevented before they occur. With fewer errors, businesses can maintain a high level of accuracy and integrity in their operations, which is essential for maintaining trust with clients, partners, and regulatory bodies. Increasing Speed and Efficiency Speed is one of the primary advantages of automation. Where manual tasks may take hours or even days to complete, automated systems can carry them out in a fraction of the time. Automation speeds up processes like inventory management, order processing, and customer support, enabling businesses to respond more quickly to customer demands and market changes. For example, inventory management systems can automatically update stock levels in real-time, ensuring that the business always has accurate data on product availability. This level of responsiveness not only improves operational efficiency but also enhances the customer experience, as customers receive timely information on product availability and faster delivery times. Fostering Operational Excellence When businesses automate key operational tasks, the result is more than just time saved or errors reduced—it’s a pathway to operational excellence. The integration of automated processes aligns with best practices for efficiency, consistency, and scalability. With automation, businesses can standardise workflows across departments, ensuring that every team member follows the same processes, regardless of time or location. This consistency allows businesses to scale operations without compromising on quality or service delivery. Additionally, automation enables businesses to make data-driven decisions. By gathering real-time data from automated systems, organisations can gain valuable insights into their operations, customer behaviours, and performance metrics. This data allows for continuous improvement and proactive decision-making, which are key components of operational excellence. Strategic Focus and Business Growth The most significant benefit of automation is that it enables teams to move from being bogged down by repetitive tasks to focusing on strategic activities that drive business growth. With time freed from mundane processes, your team can engage in problem-solving, innovation, and building customer relationships—all activities that contribute to long-term success. For example, rather than spending hours on manual administrative work, sales teams can focus on lead generation, closing deals, and nurturing customer relationships. Similarly, marketing teams can shift their focus from manual campaign tracking to crafting more targeted strategies based on data insights provided by automated systems. Automation isn’t just a tool for reducing manual effort; it’s a critical enabler of operational excellence. By automating routine tasks, minimising errors, and increasing speed, businesses can unlock new levels of efficiency and productivity. Ultimately, this creates a more streamlined and agile operation that allows teams to focus on strategic, value-adding activities. Embracing automation paves the way for long-term growth, enhanced customer satisfaction, and a stronger competitive advantage in the marketplace. Actionable Tip: Evaluate your workflows to identify repetitive tasks. Implement automation software tailored to your industry and scale. 4. Implement Continuous Improvement Business improvement should never be viewed as a one-off initiative; instead, it must be an ongoing effort embedded within the company's culture. In today’s fast-paced, ever-changing market, businesses need to be agile and adaptive to remain competitive. Continuous improvement is the cornerstone of this adaptability, enabling companies to stay aligned with their operational goals while evolving to meet shifting demands. Building a Culture of Continuous Improvement A culture of continuous improvement is more than just a set of processes or tools—it’s a mindset that pervades the entire organisation. It requires a commitment from leadership to foster an environment where every employee is empowered to contribute ideas for improvement. Encouraging staff to think critically about how things can be done better, faster, or more efficiently can create a collaborative environment that drives growth and innovation. Leadership plays a crucial role in cultivating this mindset. They must actively support and model continuous improvement by promoting transparent communication, setting clear expectations, and recognising achievements. When employees see that their contributions are valued, they are more likely to be engaged and motivated to find solutions that improve the business. Adapting to Changing Business Needs Business needs evolve constantly, whether due to shifts in the market, technological advancements, or changing customer preferences. What worked yesterday may not be as effective today. Continuous improvement allows businesses to stay ahead by ensuring their processes, products, and services remain relevant and effective in the face of change. Adapting to changing business needs requires a proactive approach. Regularly assessing current operations, identifying areas for improvement, and implementing iterative changes can help businesses maintain flexibility. This might include adopting new technologies, updating training programs, or streamlining workflows to remove bottlenecks. Companies that make continuous improvements are more likely to avoid stagnation, remain competitive, and seize new opportunities as they arise. Alignment with Operational Goals The ultimate goal of continuous improvement is to ensure that all processes are in sync with the company's operational goals. By constantly evaluating and refining business processes, companies can enhance efficiency, reduce costs, and improve quality. It’s essential that every initiative for improvement is aligned with the broader strategic objectives of the business. To achieve this alignment, businesses must first have a clear understanding of their operational goals. This means setting measurable targets and regularly reviewing progress. Performance metrics, such as key performance indicators (KPIs), are useful tools for tracking progress towards these goals and identifying areas where improvements are needed. Continuous improvement should be driven by data and insights, ensuring that decisions are based on evidence rather than assumptions. The Role of Employee Engagement in Continuous Improvement For continuous improvement to be effective, employees must feel invested in the process. When individuals at all levels of the organisation contribute ideas for improvement, it not only drives innovation but also increases employee satisfaction and retention. Employees who see that their input is valued and that they have the ability to influence change within the company are more likely to feel empowered and engaged. This is particularly important in industries where customer satisfaction and operational efficiency are key drivers of success. By tapping into the collective knowledge of the workforce, businesses can uncover new ways to improve customer experiences, streamline operations, and achieve better outcomes. Measuring Success in Continuous Improvement To gauge the effectiveness of continuous improvement efforts, businesses must establish metrics to measure progress. These can include financial metrics, such as revenue growth or cost savings, as well as operational metrics like cycle time reduction, process efficiency, or customer satisfaction scores. Regularly reviewing these metrics provides insight into how well improvement initiatives are contributing to the organisation’s success. In addition to quantitative metrics, qualitative measures—such as employee feedback or customer surveys—can help businesses understand the impact of improvements on the workforce and customer experience. Combining both types of data allows for a more comprehensive understanding of the effectiveness of continuous improvement efforts. Continuous improvement should be an ongoing commitment within a business, ensuring that processes evolve to meet changing needs and align with operational goals. By fostering a culture that embraces change, engaging employees, and measuring success, businesses can maintain a competitive edge and achieve long-term success. Ultimately, businesses that prioritise continuous improvement will not only improve their bottom line but also enhance their ability to adapt and thrive in an ever-changing environment. Actionable Tip: Use frameworks like Kaizen or Plan-Do-Check-Act (PDCA) to foster regular assessment and adaptation. Encourage employees to suggest improvements and reward their contributions. 5. Focus on Employee Training Well-trained employees are one of the most valuable assets a business can have. Their ability to perform tasks more efficiently and with fewer errors directly impacts the overall success and profitability of the organisation. Investing in regular training not only enhances individual performance but also contributes to a culture of continuous improvement within the team. Below, we’ll explore the key reasons why regular employee training is crucial for maximising operational efficiency. Increased Efficiency and Productivity Training empowers employees to execute tasks with greater speed and accuracy. When employees are well-versed in the processes, tools, and technologies they use daily, they can complete their work more quickly, without the need for frequent guidance or corrections. This leads to an overall increase in productivity as employees spend less time troubleshooting or redoing tasks. Efficient performance is essential for businesses seeking to maximise output while minimising costs. Reduction in Errors and Mistakes One of the direct benefits of employee training is a noticeable reduction in errors and mistakes. When employees are trained properly, they are more likely to understand the details and nuances of the tasks they’re performing. This knowledge helps them avoid common pitfalls and navigate complex situations effectively. Fewer errors result in better-quality products or services, which enhances customer satisfaction and reduces the cost of rework and corrections. Adaptability to New Tools and Processes As businesses grow and evolve, new processes, tools, and technologies are often introduced to improve operations. Regular training ensures that employees are not left behind as the business adapts to changes. By equipping your team with the skills they need to navigate new systems or software, you enable them to stay current and maintain their efficiency. This adaptability also supports the implementation of innovation, as employees are confident in using new tools and can integrate them seamlessly into their workflows. Fostering a Culture of Operational Competence Training is a key component in building a culture of competence within your organisation. When employees receive ongoing development opportunities, they feel more confident in their abilities and are motivated to continuously improve. This leads to higher levels of engagement, as employees take ownership of their role and strive for excellence. A competent workforce not only improves day-to-day operations but also strengthens the overall performance of the organisation in achieving long-term strategic goals. Employee Retention and Satisfaction A well-trained workforce is often a satisfied and loyal one. Regular training demonstrates a commitment to employee development and personal growth. Employees who feel they are improving their skills and advancing their careers are more likely to stay with the company. This reduces turnover and recruitment costs while fostering a sense of loyalty and engagement, ultimately contributing to a more stable and high-performing team. Continuous Improvement and Innovation Ongoing training creates an environment where continuous improvement is encouraged and valued. Employees become accustomed to learning and refining their skills, which leads to more efficient problem-solving and creative thinking. As a result, your team is better equipped to identify opportunities for improvement within existing processes and innovate new ways of working that further enhance operational performance. This mindset of continuous improvement drives long-term growth and helps businesses stay competitive in an ever-changing marketplace. Stronger Leadership and Team Collaboration Training not only benefits individual performance but also strengthens team dynamics. Well-trained employees are more likely to collaborate effectively, as they share a common understanding of processes and goals. In addition, training can develop leadership skills, helping employees grow into managers and mentors who can guide and support others in their professional development. A team with strong leadership and collaboration skills is essential for tackling complex projects and achieving organisational success. The importance of regular employee training cannot be overstated. It drives efficiency, reduces errors, fosters adaptability, and builds a culture of competence within the organisation. By investing in your team’s development, you not only enhance their skills but also create an environment that supports continuous growth and improvement, ensuring long-term business success. Training is an essential tool for maximising operational performance and creating a workforce that is capable, engaged, and ready to meet future challenges head-on. Actionable Tip: Create a training calendar that aligns with your process improvement goals. Include topics such as new technologies, soft skills, and operational best practices. 6. Enhance Communication Effective communication is a cornerstone of any successful operation, and when it falters, the consequences can be significant. Poor communication often leads to misunderstandings that create confusion among team members, resulting in missed deadlines, errors, and even project failures. In many cases, it’s not the lack of effort, but the misinterpretation of information or lack of clarity that leads to delays. These breakdowns can snowball, causing cascading issues that affect productivity, morale, and ultimately, the bottom line. Teams can waste time retracing steps or correcting mistakes that could have been avoided with clear, consistent communication. In larger organisations, where cross-functional teams must collaborate, these issues multiply, resulting in even greater inefficiency and frustration. Streamlining Communication Channels To ensure smooth operations, businesses must implement streamlined communication channels. This involves reducing the number of communication touchpoints and optimising the flow of information. It's not just about the tools used—such as emails, chat platforms, or project management software—but also about defining how and when these tools should be used. By having well-established communication protocols, businesses can prevent the chaos of fragmented conversations or an overload of messages. Clear guidelines on which channel to use for different types of communication—whether it’s for urgent matters, project updates, or routine discussions—ensures that the right information reaches the right people at the right time. Ensuring Consistency Across Teams One of the most important aspects of streamlined communication is ensuring that all team members are on the same page. This consistency is achieved through standardised processes and regular updates. When employees have a clear understanding of project goals, deadlines, and expectations, they can focus on their tasks with greater efficiency. For example, in project management, setting up regular check-ins or status meetings ensures everyone is aligned and allows for quick course correction if needed. Similarly, providing access to centralised information sources, like shared documents or dashboards, prevents team members from working off outdated or incorrect data. Enhancing Collaboration and Decision Making A streamlined communication system also fosters a culture of collaboration. When information is easily accessible and communication flows smoothly, decision-making becomes quicker and more informed. Team members can contribute their expertise more effectively, knowing that their input will be considered and integrated into the project seamlessly. Furthermore, clear communication fosters trust within teams. When people understand each other’s roles and responsibilities, there is less chance of overlap or confusion. This, in turn, leads to a more harmonious work environment, where people feel confident in their work and in each other’s contributions. Improving Overall Business Efficiency Ultimately, the goal of streamlined communication is to create a more efficient and effective business environment. When communication flows smoothly, employees spend less time clarifying misunderstandings and more time focusing on value-adding tasks. The result is increased productivity, higher quality work, and a stronger bottom line. Additionally, streamlined communication aids in managing client relationships. Clear, timely communication with clients can prevent service issues, boost customer satisfaction, and lead to long-term partnerships. Efficient communication across the organisation ensures that all client-facing teams are working with the same up-to-date information, enabling them to offer better service and more effective solutions. By optimising communication processes and eliminating barriers to clarity, businesses can ensure that their operations run more smoothly, leading to greater productivity, improved morale, and better overall results. Actionable Tip: Adopt communication tools like Slack, Microsoft Teams, or project management platforms. Regular team meetings and updates can also improve collaboration. 7. Measure and Optimise Outcomes Improvement initiatives in any business, whether focused on operations, customer service, or product development, must go beyond theory and deliver tangible, measurable results. It’s not enough for changes to look good on paper or sound promising in meetings. The ultimate test of any initiative is its ability to drive meaningful, quantifiable improvements in performance. To ensure that improvement efforts are directed towards achieving clear outcomes, businesses need to establish and track Key Performance Indicators (KPIs) . KPIs are crucial metrics that help businesses gauge the effectiveness of their initiatives, monitor progress, and identify areas where adjustments may be needed. The Importance of Setting Clear KPIs Setting clear KPIs is vital because it creates a roadmap for success. Without clear targets, improvement initiatives can become unfocused or fragmented. KPIs provide a solid foundation for what success looks like, helping teams understand exactly what they’re working towards. KPIs must be specific, measurable, achievable, relevant, and time-bound (SMART) to provide actionable insights. For example, instead of a vague goal like "improve customer satisfaction," a clear KPI would be "increase customer satisfaction score by 10% over the next quarter." This kind of specific measurement ensures the initiative stays on track and can be adjusted if necessary. Maintaining Focus and Accountability Clear KPIs keep everyone involved in the initiative focused on the desired outcomes. When goals are well-defined, it’s easier for teams to stay aligned and motivated because they have a tangible target to work towards. KPIs act as a compass, guiding actions and decision-making. When things don’t go as planned, KPIs can pinpoint exactly where the issue lies, ensuring that resources aren’t wasted on areas that don’t drive value. Accountability is also strengthened with KPIs. Whether it’s a team leader or an entire department, KPIs allow managers to track progress, assess whether performance targets are being met, and intervene if corrective action is needed. This fosters a culture of responsibility and ensures that everyone understands their role in achieving the initiative's success. Evaluating Outcomes Effectively The ability to evaluate the outcomes of improvement initiatives is what separates successful organisations from those that struggle to implement lasting change. KPIs enable businesses to measure not just whether an initiative was completed, but whether it achieved the desired impact. This could involve tracking customer retention, profitability, or process efficiency after implementing a new system or strategy. Evaluation using KPIs also provides transparency. It’s easier to show stakeholders—whether they are employees, investors, or customers—that the business is making progress and delivering value. The more clearly results can be evaluated, the more the organisation can refine its strategies, ensuring continuous improvement and sustained excellence. Maintaining Operational Excellence Maintaining operational excellence requires a commitment to consistent improvement and performance evaluation. KPIs ensure that any initiative, whether related to process efficiency, product innovation, or employee satisfaction, leads to continuous growth. When teams are regularly reviewing performance against their KPIs, they are more likely to identify issues early and take corrective actions before they escalate. Operational excellence isn’t just about improving the existing systems; it’s about creating a mindset of relentless pursuit of better outcomes. By embedding KPIs into the daily operations of the business, organisations create a culture of high performance, where every improvement initiative has clear objectives, measurable results, and a focus on delivering lasting value. In conclusion, setting and tracking KPIs is essential for the success of any improvement initiative. They provide clarity, direction, and focus, ensuring that efforts contribute to achieving measurable results and maintaining a high standard of operational excellence. Without them, improvement initiatives may lack the structure needed to achieve meaningful, long-term success. Actionable Tip: Define specific, measurable, achievable, relevant, and time-bound (SMART) goals for each process improvement project. Review performance against these metrics regularly. Conclusion Business Process Improvement is not a one-time task but an ongoing journey. By adopting these seven strategies, you can create a high-performance work environment that aligns with your organisation’s objectives and achieves operational excellence. Start small, measure your results, and gradually scale your efforts to achieve sustainable growth. Previous Next Start Your Business Improvement Journey Our business improvement programme and smart operations offer clarity and a well-defined pathway for you and your team to move forward confidently. Get Started

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

United Nations 17 Sustainable Development Goals United Nations 17 Sustainable Development Goals The United Nations 17 Sustainable Development Goals seek a balance between social, environmental and economic priorities, they are a call for action by all countries – poor, rich and middle-income – to promote prosperity while protecting the planet. Published on: 9 Mar 2023 The United Nations 17 Sustainable Development Goals seek a balance between social, environmental and economic priorities, they are a call for action by all countries – poor, rich and middle-income – to promote prosperity while protecting the planet. Boosting Business Performance Through SDG-Aligned Sustainability Plans Incorporating business sustainability plans aligned with the Sustainable Development Goals (SDGs) can significantly enhance business performance. These plans encourage organisations to address global challenges, such as climate action, resource efficiency, and social equity, fostering resilience and innovation. By aligning with SDGs, businesses can identify growth opportunities, attract eco-conscious consumers, and strengthen their reputation. For instance, prioritising SDG 12 (Responsible Consumption and Production) can lead to cost savings through waste reduction and efficient resource use. Similarly, focusing on SDG 8 (Decent Work and Economic Growth) can improve employee satisfaction and productivity, reducing turnover. Integrating sustainability into core strategies often uncovers untapped value, boosting competitiveness while mitigating risks associated with regulatory changes and environmental impacts. Moreover, these efforts build trust among stakeholders, attracting investments and partnerships. Businesses that embed sustainability within their operations not only contribute to a better world but also secure long-term success and profitability. SDG1 End Poverty in all its forms everywhere Globally 6-700 million people live in extreme poverty. These are people who are dying from poverty. In Poverty you become ill, you can’t think straight, you can’t work, so you’re trapped, it’s a vicious downward cycle. But poverty exists in develop countries, people who are earning less than the minimum wage for example. So addressing poverty is less about addressing low income as it is the causes of poverty, lack of education, peace, access to food and water, mental health, equality. Other SDGS are help here, SDG2 Zero Hunger, SDG3 Health and Wellbeing, SDG6, Clean water and Sanitation Three take aways 600-700 million people live in extreme poverty, a downward spiral you can’t escape. Solving poverty is less about income than the cause of poverty, other SDGs are there to help Charities like UNICEF and world Vision help to address the causes of poverty. One big idea Universal Basic Income or a living wage where everybody irrespective of income receives a basic minimum wage to ensure everybody canfeed and support themselves. It’s not means tested, nobody need feel ashamed in the receive it. SDG 2 The global initiative of Zero Hunger aims to end hunger and malnutrition. The Zero Hunger initiative aims to end hunger by 2030, as part of the Sustainable Development Goals. According to the United Nations, nearly 690 million people were hungry in 2019, up by 10 million from 2018. Food waste is a global problem that has significant economic, social, and environmental impacts. A staggering one-third of all food produced globally is wasted, resulting in approximately 1.3 billion tons of waste each year. This waste not only contributes to greenhouse gas emissions, but it also has social implications, as millions of people worldwide suffer from hunger and malnutrition. The biggest sources of food waste include households, food service, and retail sectors. Three take aways Over 2 billion people lack regular access to safe, nutritious, and sufficient food. Hunger and malnutrition are responsible for about 45% of deaths of children under five years old. The COVID-19 pandemic has further exacerbated hunger, with an additional 130 million people at risk of starvation. One big idea An excellent strategy to reduce food waste is establishing a “food-sharing” system, allowing individuals or organisations to donate excess food to those requiring it. This can be facilitated through a mobile app or website that connects individuals or businesses with surplus food to local food banks. SDG 3 Ensuring good health and well-being for everyone worldwide. The SDG initiative promotes “Good Health and Wellbeing” for individuals of all ages, across the globe. According to the World Health Organisation, in 2019, there were an estimated 7.8 million deaths due to air pollution, making it the leading environmental risk factor for premature death and disease. Three take aways In 2020, the COVID-19 pandemic had a significant impact on global health, with over 250 million confirmed cases and over 5 million deaths reported worldwide. Despite progress made in recent years, maternal mortality remains a significant challenge, particularly in developing countries. In 2019, an estimated 295,000 women died during and following pregnancy and childbirth, with most of these deaths occurring in sub-Saharan Africa and Southern Asia. Non-communicable diseases, such as cardiovascular disease, cancer, and diabetes, are responsible for many deaths worldwide, accounting for 71% of all deaths in 2016. One big idea Understanding the importance of mental health and how to maintain it should be incorporated into school curriculums. By doing so, students will be equipped with the knowledge and skills needed to take care of their mental health and support others who may be struggling. This is a necessary step towards achieving SDG 3 and ensuring “Good Health and Well-being” for individuals of all ages. SDG 4 Ensure that every single person has access to education of the highest quality. According to the UNESCO Institute for Statistics, in 2020, around 258 million children and youth were out of school, of which around 64 million were of primary school age, 69 million were of lower secondary school age, and 125 million were of upper secondary school age. Three take aways The global literacy rate for adults (aged 15 years and above) is estimated to be 86.3%, according to the United Nations. However, there are significant variations among regions and countries. In 2020, the COVID-19 pandemic disrupted the education of over 1.6 billion learners globally, according to UNESCO. School closures and the shift to remote learning have widened the education gap and raised concerns about learning loss. Girls continue to face barriers to education in many parts of the world. According to UNESCO, around 132 million girls were out of school in 2020, and in some countries, girls are more likely than boys to drop out of school or not enroll in the first place. One big idea A global campaign is necessary to enable girls to achieve their full potential despite various obstacles they encounter, including societal expectations and stereotypes. By challenging these biases and promoting gender equality, we can empower girls to speak up and develop leadership skills. This campaign would strive to ensure that every girl has access to education and healthcare, regardless of their socioeconomic background or geographic location. SDG 5 To empower women and girls to ensure gender equality around the world. Globally, women earn only 77 cents for every dollar earned by men, according to the World Economic Forum’s 2021 Global Gender Gap Report. This is a shocking figure and shows gender equality for women at work is still a significant challenge around the world. Women are underrepresented in the labour force, with a global labour force participation rate of 47.2% compared to 74.2% for men, according to the International Labour Organisation. Additionally, gender inequality can have broader societal impacts, such as reduced economic growth, increased poverty, and decreased social cohesion. Three take aways As of 2020, only 25% of parliamentarians worldwide were women, and women held only 22% of ministerial-level positions. Approximately 12 million girls are married each year before the age of 18, according to UNICEF. According to the World Health Organization, 1 in 3 women worldwide experiences physical or sexual violence at some point in their lifetime. One big idea To allow women to earn the same as men is to implement pay transparency policies, which require companies to disclose the salaries of all employees, including their gender and race. This can help to identify, and address pay disparities and ensure that women are being paid fairly for their work. SDG 6 To ensure availability and sustainable management of water and sanitation for all by 2030 Globally, 2.2 billion people lack access to safe drinking water, and 4.2 billion people lack access to safely managed sanitation services. The UN have ascertained that Women and girls are disproportionately affected by the lack of clean water and sanitation, as they are often responsible for collecting water and are at risk of harassment and sexual violence while doing so. Imagine undertaking a long, and often arduous journey, and not being safe while collecting basic resources. Three take aways Every year, 361,000 children under the age of five die due to diarrhoea, which is largely caused by poor sanitation and hygiene. In developing regions, 80% of wastewater is discharged untreated into the environment, polluting rivers, lakes, and oceans. By 2050, at least one in four people are projected to live in a country affected by chronic or recurring shortages of fresh water. One big idea We need to enable local communities to take charge of their own water and sanitation needs by providing them with the necessary resources and training. Community-based solutions could include building rainwater harvesting systems, constructing wells, installing water filters, and promoting hygiene education. Decentralised solutions can also help to ensure that water and sanitation services are tailored to local needs, are cost-effective, and can be easily maintained over the long term. SDG 7 This goal is focused on ensuring that everyone has access to energy services that are affordable, dependable, and sustainable by 2030. Access to modern and affordable energy services is critical for achieving sustainable development and improving the lives of people around the world. However, despite significant progress in recent years, there are still many disparities in access to energy services between developed and developing countries. Around 789 million people worldwide still lack access to electricity, and 2.8 billion people rely on traditional biomass for cooking and heating purposes. Three take aways Around 2.8 billion people still rely on traditional biomass for cooking and heating, which is associated with indoor air pollution and negative health impacts. Despite significant progress in the deployment of renewable energy technologies, fossil fuels still make up much of the world’s energy mix, with coal being the most significant contributor to global CO2 emissions. The renewable energy sector has seen substantial growth in recent years, with global renewable energy capacity reaching 2,799 GW by the end of 2020 . Investing in renewable energy infrastructure is a key strategy for achieving SDG 7. Aim to ensure access to affordable, reliable, sustainable, and modern energy for all. Achieved by investing in renewable energy infrastructure, governments and private sector organisations can promote the use of clean and sustainable energy sources, reduce greenhouse gas emissions, and mitigate the impact of climate change. SDG8 Sustained and inclusive economic growth is necessary for achieving sustainable development. Global unemployment increased by 33 million people between 2019 and 2020 due to the COVID-19 pandemic. The pandemic has caused widespread business closures, disrupted global supply chains, and reduced consumer demand, leading to job losses and increased unemployment rates around the world. Three take aways In 2020, an estimated 8.8% of the global working hours were lost, which is equivalent to 255 million full-time jobs. The global youth unemployment rate was 13.1% in 2020, which is three times higher than the adult unemployment rate. In 2020, an estimated 71% of the world’s workers were employed in the informal economy, which is characterised by low wages, poor working conditions, and limited social protections. One big idea Providing education and skills training programs can help individuals develop the skills and knowledge needed to access better paying jobs and improve their economic opportunities. This can also benefit businesses by providing them with a more skilled and productive workforce. Governments, non-governmental organisations, and the private sector can all play a role in investing in education and skills training programs, such as vocational training, apprenticeships, and adult education programs. These programs can be tailored to meet the specific needs of different populations, including women, youth, and vulnerable groups, and can also be integrated with other initiatives to promote entrepreneurship, innovation, and job creation. SDG 9 Encompasses three important aspects of sustainable development: infrastructure, industrialisation, and innovation. This goal recognises the importance of industrialisation and innovation in achieving sustainable development and the need for resilient, adaptable, and sustainable infrastructure. Increasing access to affordable, reliable, and modern energy services and enhancing industrialisation while promoting innovation in all sectors. The achievement of this goal is critical in ensuring that everyone has access to decent work and economic opportunities, which are essential for achieving sustainable development. Three take aways As of 2018, only 42% of the global population had access to the internet. (Source: International Telecommunication Union) In 2019, the global renewable energy sector employed over 11 million people, an increase of 1.5 million from the previous year. In 2019, only 30% of developing countries had access to digital payments, which can help promote financial inclusion and economic growth. One big idea Promote sustainable and resilient infrastructure development. This can be done by investing in the development of sustainable infrastructure, such as renewable energy systems, energy-efficient buildings, and sustainable transportation networks. It needs to be inclusive and accessible to all. This means considering the needs of marginalised and vulnerable communities, such as those living in poverty or in remote areas and providing access to essential services such as healthcare and education. SDG 10 Goal adopted in 2015 to reduce inequality within and among countries by addressing discrimination, exclusion, and economic disparities through policies and actions. In 2020, income inequality was at a decades-long high, with the top 1% owning 43% of global wealth. Despite progress, people with disabilities face significant barriers to full societal participation, such as limited access to education, healthcare, and employment opportunities. Three take aways As of 2021, an estimated 8.6% of the world’s population (or around 700 million people) lived in extreme poverty, defined as living on less than $1.90 a day. In many countries, women and girls continue to face significant barriers to accessing education, healthcare, and economic opportunities. For example, globally, women earn on average 23% less than men, and they are also more likely to work in low-paying jobs and in the informal sector. Racial and ethnic inequalities also persist in many countries. For example, in the United States, Black and Hispanic workers earn on average around 30% less than White workers, and they are also more likely to be unemployed or underemployed. One big idea Implement progressive tax policies. An advanced tax system is designed to ensure that those who earn more pay a higher percentage of their income in taxes than those who earn less. This can help reduce income inequality by redistributing wealth from the wealthiest individuals to those less well off. SDG 11 Aims to create Sustainable Cities and Communities that are safe, resilient, and inclusive. Over half of the world’s population lives in urban areas, and this number is projected to increase to two-thirds by 2050. This emphasises the need to develop sustainable and resilient cities. Three take aways Most of the world’s population does not have access to adequate housing. In 2020, around 1.8 billion people were estimated to be living in inadequate housing. Air pollution in cities is a significant health risk, with over 90% of the world’s urban population breathing polluted air. In 2018, 2 billion people did not have access to safe drinking water, with many living in urban areas. One big idea Invest in sustainable transportation systems to reduce greenhouse gas emissions, ease traffic congestion, and promote safer and more efficient mobility. This can include building bike lanes, pedestrian walkways, and public transportation systems that are affordable, accessible, and powered by clean energy. By prioritising sustainable transportation, cities can not only reduce their environmental footprint but also improve the quality of life for their residents by providing them with safer, more efficient, and affordable transportation options. SDG 12 To enhance economic and social well-being while reducing the environmental impact of economic activities. In addition to the environmental and social impacts of food waste, it also represents a significant economic loss. The economic cost of food waste is estimated to be around $1 trillion per year globally, with losses occurring at every stage of the food supply chain, from production to consumption. This loss affects not only the food industry but also the wider economy, including governments, businesses, and consumers. Three take aways E-waste is the fastest-growing waste stream globally, with an estimated 50 million metric tons generated in 2019 alone. In 2019, global greenhouse gas emissions from the consumption of energy, including from the production of goods, reached a record high of 38.0 GtCO2, with industry accounting for approximately 40% of these emissions. Over 80% of the world’s wastewater is discharged back into the environment without being treated or reused, leading to water scarcity and pollution. One big idea One idea for SDG 12 is to promote the circular economy. This is a regenerative system aimed at minimising waste and maximising resource use. This can be achieved through initiatives such as reducing packaging waste, promoting reuse, and recycling, and encouraging the use of sustainable and biodegradable materials. SDG 13 To take urgent and significant action to combat climate change and its impacts. Global greenhouse gas (GHG) emissions have increased by over 50% since 1990, with carbon dioxide (CO2) emissions accounting for around 80% of total GHG emissions. This increase in emissions is mainly due to human activities, such as burning fossil fuels for energy, deforestation, and intensive agriculture. It is a major contributor to climate change and is the focus of SDG 13’s efforts to combat climate change and its impacts. Three take aways In 2019, the concentration of CO2 in the atmosphere reached 410 parts per million (ppm), the highest level in over three million years. 2020 was one of the three hottest years on record, and the past six years (2015-2020) have been the hottest six-year period on record. Climate change is affecting weather patterns, leading to more frequent and severe natural disasters. In 2020, there were 110 disasters related to weather and climate, resulting in 8,200 deaths and $210 billion in economic losses. One big idea A strategy could be to promote renewable energy sources and energy efficiency through policies that encourage the adoption of technologies such as solar and wind power and incentivise the development of new efficient technologies. Additionally, reducing emissions from transportation, industry, and buildings can also contribute to achieving SDG 13, by promoting public transportation, electric vehicles, and energy-efficient building designs and technologies. SDG 14 Conserve and sustainably use the oceans, seas, and marine resources for sustainable development. Marine and coastal ecosystems provide essential resources and services to people worldwide. These include food, tourism, transportation, and climate regulation. In addition, marine and coastal biodiversity supports the livelihoods of millions of small-scale fishers, indigenous peoples, and coastal communities. However, these ecosystems are under significant threat from human activities such as overfishing, pollution, coastal development, and climate change. Three take aways More than 90% of global fish stocks are either overfished or fully fished, indicating the need for sustainable fishing practices. Every year, an estimated 8 million tons of plastic waste end up in the oceans, causing harm to marine life and ecosystems. Ocean acidification, caused by the absorption of excess carbon dioxide by seawater, is occurring faster than at any time in the past 300 million years and negatively impacts marine life. One big idea One approach is to create Marine Protected Areas (MPAs) to preserve and manage marine and coastal ecosystems and biodiversity sustainably. This can be achieved by implementing policies and regulations to limit damaging human activities in specific areas, such as overfishing, pollution, and habitat destruction. Encouraging sustainable fishing practices and supporting small-scale fisheries can also contribute to ensuring the longevity of marine ecosystems and the livelihoods of those who rely on them. SDG 15 Protect, restore, and promote the sustainable use of terrestrial ecosystems. The International Union for Conservation of Nature (IUCN) estimates that around 1 million plant and animal species are at risk of extinction, with many facing extinction within decades if action is not taken. Three take aways Deforestation continues at an alarming rate, with an estimated 10 million hectares of forest lost each year, according to the Food and Agriculture Organisation of the United Nations (FAO). Land degradation affects around one-third of the world’s total land area, leading to decreased productivity and loss of biodiversity, according to the United Nations Convention to Combat Desertification (UNCCD). Illegal wildlife trade is a multi-billion-dollar industry that threatens the survival of many species, including elephants, rhinos, and tigers. One big idea SDG 15 can be realised by advocating sustainable land use and forest management practices. To do this, it is essential to establish policies and regulations that safeguard forests and other ecosystems and encourage community based forest management and restoration initiatives. Encouraging agroforestry and sustainable agricultural practices can reduce deforestation and land degradation and create economic opportunities for rural communities. Adopting a landscape approach to land use and forest management can contribute to achieving other sustainable development goals, including poverty reduction and biodiversity conservation. SDG 16 Promoting peaceful, just, and inclusive societies. Violence and conflict have continued to be a significant challenge in many parts of the world, affecting both developed and developing countries. In addition to the loss of lives, these conflicts often lead to the displacement of millions of people, exacerbating the humanitarian crisis. It is essential to address the root causes of these conflicts, including political, social, and economic factors, to prevent their recurrence. Three take aways Corruption: According to the World Economic Forum, corruption costs the global economy more than $2.6 trillion per year, and it is estimated that more than $1 trillion is paid in bribes annually. Access to justice: About 5 billion people (or 2/3 of the world’s population) do not have access to justice, with women, children, and vulnerable groups being the most affected. Freedom of expression: According to Reporters Without Borders, journalists are being subjected to growing censorship and repression, with more than 60 countries rated as “bad” or “very bad” in terms of press freedom. One big idea Encouraging transparency and accountability in governance can be achieved by implementing open data initiatives, protecting whistleblowers, and ensuring public reporting on government spending and decision-making processes. This fosters better awareness among the public about government actions, allowing them to hold leaders accountable for their decisions. Ultimately, this helps to combat corruption, increase confidence in institutions, and ensure the efficient and effective use of resources. SDG 17 Strengthen global partnerships and cooperation to support the achievement of all the other SDGs. SDG 17 aims to enhance the implementation of sustainable development and revive the global partnership towards this goal. Despite some progress, there is still a significant amount of work that needs to be done to ensure sustainable development implementation. Three take aways In 2020, foreign direct investment (FDI) flows fell by 35% due to the COVID-19 pandemic. This decrease was particularly sharp in developing countries, where FDI flows declined by 30%. The global average tariff on agricultural products was 18.8% in 2019, which is more than three times higher than the average tariff on non-agricultural products (5.9%). This makes it difficult for small scale farmers in developing countries to access international markets. n 2020, the World Trade Organisation estimated that trade in goods and services would decline by 9.2% due to the COVID-19 pandemic. One big idea One potential solution to support SDG 17 is to create a worldwide platform that encourages and facilitates partnerships between multiple stakeholders for sustainable development. This platform would enable governments, civil society organisations, the private sector, and other interested parties to share their best practices, align their efforts, and pool resources to achieve the SDGs. It could offer a range of services, including matchmaking to pair organisations and individuals with complementary skills and expertise and provide training, mentorship, and other capacity-building support to help organisations develop the skills and knowledge necessary to participate effectively in partnerships. 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Learn how to create a brand strategy workflow that aligns with your organisational goals, enhances operational efficiency, and ensures a consistent and impactful brand experience for customers, employees, and suppliers. How to Build a Brand Strategy Workflow for Consistent and Powerful Branding Discover how a well-structured brand workflow can streamline processes, ensure brand consistency, and create memorable experiences for everyone who interacts with your brand. In today’s competitive marketplace, your brand is more than just a logo or slogan—it’s the heartbeat of your business. A well-defined brand drives customer loyalty, sets you apart from competitors, and communicates your values to the world. But how do you ensure your brand remains consistent across all touchpoints? The answer lies in creating a brand strategy workflow —a structured process that integrates branding into every aspect of your operations. What Is a Brand Workflow? A brand workflow is a holistic system that governs how your brand is represented, experienced, and maintained across all workflows, processes, and interactions within your organisation. It’s not just about your marketing materials or customer service responses—it's about every experience, from how customers engage with your products to how your staff and suppliers interact with your business. This workflow influences how your brand makes anyone feel when they come into contact with it, regardless of who they are—whether they’re a customer, employee, supplier, or partner. It ensures that every touchpoint aligns with your brand’s identity, values, and mission, creating a seamless, consistent brand experience . A well-designed brand workflow encompasses all internal and external processes, including: Customer Experience (CX) : The direct experience customers have with your brand across their journey. Staff Experience : How employees interact with the brand internally, from onboarding to daily operations, reflecting company culture. Supplier and Partner Experience : How external partners perceive your brand through interactions and collaborations. By integrating branding into every workflow and process, a brand workflow creates consistency in both how the brand is delivered and how it’s perceived. When built into a High-Performance Work System (HPWS) , this system ensures that your brand not only drives operational efficiency but also creates meaningful and memorable experiences for everyone who interacts with it. In this post, we’ll explore five critical areas for building a brand strategy workflow that enhances both operational efficiency and the strength of your brand. 1. Align Your Brand Strategy with Organisational Goals Your brand isn’t just about outward appearances; it’s a reflection of your core mission, vision, and values. A successful brand strategy workflow starts by aligning your brand strategy with your business objectives. When branding decisions are closely tied to the overall direction of the company, every piece of content, marketing effort, and customer interaction works toward a shared goal. Steps to achieve this: Develop clear brand guidelines that reflect the company’s values and goals. Integrate branding discussions into strategic planning meetings. Ensure your brand identity supports long-term business growth and adaptability. 2. Streamline Processes for Consistent Branding Inconsistent branding can confuse customers and dilute the impact of your message. A brand strategy workflow ensures that all branding processes are streamlined, with clear systems in place to maintain consistency. From content creation to marketing campaigns, every action should follow a standardised approach to strengthen brand integrity. How to streamline your brand processes: Implement standard operating procedures (SOPs) for creating branded materials. Use templates and design tools that guarantee brand consistency. Set up approval processes to check for alignment with brand guidelines before content goes live. 3. Foster Collaboration Across Teams Your brand is shaped by more than just your marketing team. Sales, customer service, product development, and even HR play a role in representing your brand to the outside world. Building a collaborative brand strategy workflow ensures that everyone understands their role in conveying your brand identity. Ways to promote collaboration: Host cross-departmental meetings to align on brand messaging and campaigns. Create a shared resource hub for all brand-related materials. Encourage open communication and feedback to ensure brand consistency across departments. 4. Implement Continuous Monitoring and Adaptation Branding is not static—it evolves with your market, audience, and industry trends. A high-performance brand strategy workflow incorporates continuous monitoring and adaptation, ensuring that your brand stays relevant and effective. Regularly review performance data, customer feedback, and market conditions to adjust your strategy as needed. Key steps to keep your brand fresh: Set up regular brand audits t o evaluate how well your brand is being represented. Monitor customer sentiment through social listening and surveys. Stay updated on industry trends and competitor activities to inform adjustments to your brand strategy. 5. Deliver a Seamless Customer Experience Ultimately, a well-designed brand strategy workflow ensures that your brand delivers a seamless and memorable experience for customers. Every touchpoint—from your website to customer support—should reflect your brand’s values and promise. When customers consistently interact with a cohesive, authentic brand, they’re more likely to build trust and loyalty. How to enhance the customer experience through branding: Map out the customer journey and identify where your brand can shine. Train employees across all departments to embody your brand values in their interactions. Use feedback loops to understand customer expectations and ensure your brand meets them. Conclusion: Take Control of Your Brand with a High-Performance Brand Strategy Workflow Building a brand strategy workflow isn’t just about managing marketing efforts—it’s about creating a system that aligns your brand with your organisational goals, streamlines processes, fosters collaboration, adapts to change, and ultimately enhances customer experiences. By using a High-Performance Work System (HPWS) , you can take control of your brand, ensuring it consistently delivers value to both your business and your audience. Creating a brand strategy workflow takes the guesswork out of growth, giving you a clear, repeatable process for building a brand that resonates, evolves, and thrives in any market. 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

Motivate and inspire your employees with an employee rewards and recognition scheme to improve staff wellbeing and professional productivity 6 Benefits of an Employee Rewards and Recognition Scheme Motivate and inspire your employees with an employee rewards and recognition scheme to improve staff wellbeing and professional productivity Published on: 3 Dec 2020 A robust employee reward and recognition scheme that makes your employees happier and more motivated will increase employee productivity . After the pandemic, the Office for National Statistics predicts “large falls in output per worker”. When employees return to the office sometime next year, it will take more than the ability to work flexibly to motivate them. After months of pressure to adapt our working and personal lives, employers should embrace the opportunity to make work more meaningful for employees than it was before. This year, the pandemic has stretched employees’ wellbeing and mental resilience to the limit. A survey by MIND in June 2020 revealed that 60% of adults said their mental health had worsened during the lockdown, while health experts talking to HR News predict that workplace burnout will rise next year. Recognising and rewarding people as part of a broader engagement strategy is one way that businesses can make their staff feel happier, less lonely and more fulfilled as work normalises. In a survey by Perkbox of 1,532 UK employees, 42% said receiving greater recognition for their work would make them happier in 2021. Starting a company wellness program will show your staff that you care about their wellbeing and recognise the value they bring to the organisation. What are rewards and recognition? Employee rewards and recognition is a scheme employers use to recognise the contribution people have played in the success of the business. Inc defines a reward system as programmes “set up by a company to reward performance and motivate employees on individual and group levels ”. The reward is often monetary and increasingly used by small businesses to “lure top employees in a competitive job market”. Programmes that combine employee recognition with rewards provide more of a psychological, less tangible benefit, says Inc. Examples include events, spontaneous recognition like the privilege of a ‘duvet day’ or a more extended lunch break, and formal ‘Employee of the Month’ programmes. How do reward and recognition schemes work? Organisations with the best reward and recognition schemes have tailored them to the people in their business, including demographics. The scheme fits their organisational culture and values, with goals aligned to their growth strategy. Here are just a few employee recognition programme types that companies provide: Colleague thank yous – a mechanism that enables colleagues to nominate those who have performed at their best. Social media recognitions – colleagues use apps to recognise people and display their achievements publicly. Awards for living up to core values – programmes that recognise where people have lived up to the company’s values. End of year awards – where the Chair or CEO rewards top performers, e.g. for customer service. Long-service awards – fewer people are staying at companies for a long time, but these traditional awards are still a good way of rewarding long-serving staff. The benefits of employee rewards and recognition Reward and recognition schemes tell employees that they are valued, motivating them to support the business and its values. Here are six further benefits of employee rewards and recognition schemes: 1. Better staff retention Schemes give employees a vested interest in remaining loyal to the business. It costs £12,000 to replace an employee in an SME, according to Accounts & Legal, so it’s worthwhile giving them a reason to stay. 2. Increased staff engagement Employees will go the extra mile when the going gets tough – even when the gain is not monetary. A survey by McKinsey shows that organisations can “achieve a 55% improvement in engagement by addressing employees’ need for work recognition through nonfinancial means”. 3. Improved collaboration They give staff an incentive to work together as a team to get things done, and the rest of the organisation benefits from such harmony. 4. Easier staff hiring Social media recognition spreads the word that your company is worth working for, making it easier to attract new talent when the time comes. 5. Higher customer satisfaction Happier employees will provide better customer satisfaction and make the business more productive, helping you to weather the difficult times. 6. Increased workplace productivity After the pandemic, the Office for National Statistics predicts “large falls in output per worker”. A reward and recognition scheme that makes your employees happier and more engaged will make them more productive. What makes a successful reward and recognition programme? Providing rewards and recognition does not have to be expensive or complicated, but it works best if it’s an inclusive part of an organisation’s culture, as these examples show. The Institute of Internal Communication (IOIC) magazine Voice interviewed Selfridges’ head of internal communication Scott Lynch at the start of this year. He talked about the success of a ‘fun community’ where Selfridges people, not management, choose their own quarterly ‘surprise and delight’ moments, such as giving away free waffles and ice cream. The idea not only engages staff and makes them happier, but it’s good PR, too. “Externally, you can see our team culture reflects our store experience,” said Lynch. In India, Zubin Dubash, COO of entertainment company Semaroo, introduced an online Digital Mavericks Awards (DMA Awards) when he noticed employees putting in more hours during lockdown than before. He told Free Press Journal he wanted the rewards and recognition programme to motivate the team and help them to stay engaged and connected. The games-and-entertainment based scheme celebrates top performance each month and enables staff to both give and receive awards. According to Dubash: “The DMA has helped immensely in creating motivation and recognition in a challenging remote working set-up.” 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

Companies can make a big difference in the fight for the environment in just a few steps, and the first step is in adopting a green growth business improvement strategy and ESG principles. 10 Green Growth Business Improvement Ideas Companies can make a big difference in the fight for the environment in just a few steps, and the first step is in adopting a green growth business improvement strategy and ESG principles. Air pollution, plastic in the oceans, global warming, deforestation, throwing tons of food away, earthquakes, and other weather problems are the main reasons why we are concerned about the environment and our common future. We are increasingly aware of the importance of taking care of nature and the environment and building a sustainable society in which not only individuals, but also communities, companies, and institutions have responsibility. The most serious problem is climate change, which has proven to be a consequence of human activity. Climate change can transform our planet and affect our food, water supply, and health. This is precisely why companies themselves must take responsibility and have a positive impact on the environment and the community through their work. Companies can make a big difference in the fight for the environment in just a few steps, and the first step is in adopting a green growth business improvement strategy and ESG principles. WHAT IS ENVIRONMENTAL, SOCIAL, AND CORPORATE GOVERNANCE (ESG)? The practice of Environmental, social, and corporate governance has greatly developed and expanded in the last ten years. Attitudes related to environmental protection and the desire for a better and greener future contributed to the development of this management model. Considering the consequences of climate change, companies - smaller and larger, are turning to socially responsible environmental businesses. The rapid development of this business model has spread thanks to the advocacy of market leaders who promote this way of corporate behaviour. ESG is a business model in which various companies operate and make efforts in order to preserve and improve the environment, contribute to nature, and provide society with a greener future. Find out below what all the benefits your company achieves through socially responsible business. BENEFITS OF ESG Increased engagement and motivation of employees Encourage professional and personal growth Builds a healthy corporate culture Reduction of financial costs and higher income Increased Brand Recognition Strengthening the company's brand Builds public trust Increased investment opportunities Expansion of the labour market Increased customer retention and loyalty New opportunities for representation in the media and press Greater Sustainability ESG plays a crucial role in a company’s brand perception and overall business success. It is one of the best ways to attract and retain a quality workforce, especially highly educated and professional people. Research has shown that employees of socially responsible business companies have higher motivation and productivity, higher quality of work, and are less likely to be absent from work. This business model opens up space for innovation by providing the company with access to new ideas, new perspectives, and experiences, and indicates the need for new products through contacts with new clients. 10 WAYS YOUR BUSINESS CAN CONTRIBUTE TO GREEN GROWTH Being environmentally friendly will have benefits not only for the environment and community but also for your business. You have surely read somewhere how you can contribute to the preservation of the environment, introduce sustainable development, reduce your company's costs, improve the image of your company, and become part of corporate social responsibility. You know you should make your business greener, but maybe you don't know where to start. Below, read 10 steps that will make your company greener and provide a healthier future for the community. 1. EMBRACE TECH Accept and implement new technologies in your business to reduce the use of resources and make your processes more efficient. Technology helps companies stay organized and keeps the business itself secure. With the digital transformation of your business, you will be able to get to know your clients and customers much more efficiently and contribute to them in more effective ways. This step makes your business more resilient to future changes. 2. SAVE ENERGY – SWITCH TO LED LIGHTBULBS Energy consumption varies depending on the type and volume of your business, but on average businesses can use between 15,000 and 25,000 kWh of energy per year. Increasing natural light in offices and business spaces is a great way to reduce energy, but it is also better for your health. For areas where natural light is simply not possible, use LED light bulbs. You can save energy, cut costs, and protect the environment at the same time by changing every light bulb in your space. 3. REDUCE ENERGY AND RESOURCE USE Use energy and resources more efficiently. Whether you work in a business space or from home, turn off devices that you are not using at the moment, improve insulation, recycle more, reduce paper printing as much as possible, use recycled materials, replace old devices with new ones that consume less electricity, etc. In this way, you will save money and contribute to reducing climate change and preserving the environment. 4. USE SUSTAINABLE PRODUCTS Nowadays, product sustainability is key to success. The items that a company buys to ensure everything it needs to run a successful business can often be extremely harmful to the environment. Every company should strive to use sustainable products that come from environmentally friendly or harmless sources. Using products that are made from recycled materials is a great step towards sustainable development. Replace classic toxic cleaners with green cleaners that you can find in every store today. Choose natural ingredients and protect your health and environment. 5. REDUCE PAPER WASTE Various business enterprises in the last few years have taken a big step by switching to paperless. However, the further reduction of paper use has not decreased sufficiently. You can reduce paper consumption in a few simple ways; encourage staff to minimally print documents but to keep them electronically, consider alternative paper materials for printing, recycle & shred paper documents, get rid of personal waste and set up recycle bins, etc. 6. CULTIVATE A ZERO-WASTE CULTURE The zero-waste way of doing business is becoming more and more popular and many companies of different sizes are applying it. Waste disposal costs have increased by more than 25% in the last 10 years. By sending less material to the landfill and returning the value of the goods with recycling, it will reduce the company's costs and contribute to sustainable development. You can introduce a zero-waste way of doing business through several steps – establish certain waste reduction goals, develop waste prevention and reduction strategies, engage your employees, etc. Zero-waste is the whole mindset that can contribute to benefitting your business. 7. SAVE WATER Saving water is a significant step towards responsible ecological business. Fixing leaky faucets can literally stop your business from wasting gallons of water. Improve water system assessment and maintenance and install water-saving equipment. Get your staff on board with reducing water consumption and show them how reducing water consumption can contribute to a greener future. 8. RECYCLE & REUSE Encouraging recycling and reusing is important in any green business. Try to reuse materials and items whenever possible. Encourage employees to use all good materials to the maximum, let them use both sides of the paper for printing and the like. When you cannot reuse a particular item, recycling is the best option. Reduce or eliminate single-use items from your workplace such as single-use paper. Use reusable packaging where possible and educate your employees on how they can contribute to reducing waste. 9. DO BUSINESS WITH GREEN BUSINESSES As a green business, you must maintain partners and companies that act in harmony with the environment and want to contribute to the healthy development of the community and society. Support local businesses, organic products, and all those who stand up for ecology. Becoming a sustainable business depends on the companies you support. 10. PROMOTE ECO-FRIENDLY AWARENESS AMONG YOUR EMPLOYEES, CUSTOMERS & CLIENTS It is important to not only show the world that you are now an eco-friendly business but also to promote this idea amongst your employees & clients. Make sure they know what products you use, what your corporate culture is, and what it means to be implementing green growth. One of the most important aspects of combating climate change is raising awareness. Educate your employees about the harmful effects of climate change, but show them ways they can contribute to developing a healthy future. Educating your employees is a great way to ensure that you are doing your part in raising awareness about going green. The awareness that companies are raising for climate change is important because it can affect people’s decisions that they make for themselves. ‘Green growth’ is surely a rising trend for businesses, but more than that it, is one of those ideas that can encourage long-term sustainable changes and savings. There are many things you can do to ensure a greener business and enable a better future. You can do this by raising awareness of the importance of ecology and sustainable development or by adopting a green policy. Whichever way you decide, you will certainly contribute to the reduction of climate change. With small steps, your business can become greener and more environmentally friendly, which contributes to the image of the company itself, healthier life, and a more successful business. 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

7 ways to improve happiness at work to improve health, increase creativity and productivity. 7 Ways to Improve Happiness at Work A happy workplace is associated with improved health, increased creativity, and productivity. Work environments with happy workers are more harmonious and positive. Moreover, such people put in more effort beyond their job descriptions and are more committed to their work. Published on: 25 Aug 2022 The latest ‘Work Happiness Score’ study from Indeed found that only one-third of UK workers are generally satisfied with their jobs. Almost one in four survey respondents said that being unhappy at work makes them unable to find enjoyment in other areas of their lives. What are the happiest and unhappiest job sectors? Workers in education are most likely to be happy, followed by those in aerospace and defense. Property workers are the unhappiest, followed by those in management and consulting and those in the automotive industry. A fifth of workers are unhappy at work, and one in 10 (11%) start feeling unhappy less than six months into a new job. Considering these stats , it’s no wonder people feel overworked, stressed, and unhappy. You’ll spend 30 to 50 hours at work each week, so why not make it enjoyable? We’ll be discussing seven ways to improve happiness at work! What are the benefits of building a happy workplace? A happy workplace is associated with improved health, increased creativity, and productivity. Work environments with happy workers are more harmonious and positive. Moreover, such people put in more effort beyond their job descriptions and are more committed to their work. The following are ten benefits of happiness at work for both employers and employees: A higher level of productivity Enhanced creativity A better quality of life and improved health Workplace stress is reduced Motivated A higher level of satisfaction at work Reduction in turnover A higher rate of retention Workplace accidents are reduced Cost-savings in health care How important is it to build a happy workplace? Employees’ happiness is critical in determining their productivity and satisfaction at work. Furthermore, it enhances a company’s image and helps it retain its employees for a long time. The importance of happiness at work cannot be overstated. Despite this, the concept of happiness at work has only gained prominence in the last few decades. Prior to that, employers focused primarily on their businesses, trade relations, and profits. In recent years, researchers have begun realizing the importance of employee happiness , and employers are also starting to pay attention. Many institutions now offer courses on “happiness.” Some of these courses, such as “The Science of Happiness” by EdX, teach people how to be happy at work and in their daily lives. Thus, we need to ask why we don’t correlate happiness with work. As a part of our culture, we have been taught that we must support ourselves financially and be responsible members of society. The vast majority of people go to work out of obligation, not because they are happy to do so. The workplace is rarely seen as a place where people seek happiness. Instead, we perceive them as places where we exchange skills and time for money to support ourselves. Generally, humans strive for happiness in their personal lives by maintaining relationships or achieving their wants and dreams. However, happiness can also be achieved at work. As opposed to popular belief, work does not have to be boring or unfulfilling. 7 ways to improve happiness at work When you feel good and happy at work, peace of mind and a work-life balance can be achieved. It has been shown that people who are happy at work are more productive and perform better overall. The following are seven steps employers can take to foster positive emotions at work: Embrace Employees’ Strengths The importance of reminding workers of their strengths and how they contribute to a project’s success cannot be overstated. It is recommended that this happens on a regular basis, especially during feedback sessions. Continually expand their responsibilities and duties to match their strengths, so they feel like they are making progress. Although weaknesses need to be addressed, they should be viewed as opportunities to acquire future skills. Those who are happy utilize their strengths in all areas of their lives. Find a creative way to incorporate your employees’ strengths into their day if their work doesn’t naturally draw upon those strengths. Consider adding a small plant to the break room or common space if appreciation of beauty is one of their top strengths. According to studies, people who work in offices with windows report greater work satisfaction than those in offices without windows. Building Relationships At Work Healthy relationships are a major indicator of happiness, so encourage your employees to connect with their coworkers. This also boosts their mood. It isn’t necessary for employees to socialize with them outside of work (although having a work friend contributes to greater job satisfaction), but simply engaging in a water cooler conversation can create a friendly atmosphere. Create a workplace culture where employees are willing to eat lunch with their colleagues rather than at their desks alone. According to a German study, people who eat lunch alone are more likely to suffer from stress than those who have social lunches away from their desks. You might see a significant rise in employee productivity if you cultivate relationships as a virtue. A Reward And Praise System If your employees have achieved outstanding results, you might want to consider giving them a raise. Sometimes employees rewrite their job descriptions to highlight just how much more they do now than when they were first hired. When determining what is fair, this should be considered, along with the cost of replacing that person with someone with the same skills and experience. Pay raises should be applied without gender bias and err on the side of generosity. Ultimately, what matters is the happiness of your employees, who will find fulfillment, job satisfaction, and inspiration in their work. Remember, a happy employee is a productive employee. Work satisfaction is highly correlated with being appreciated. You can build trust, loyalty, and commitment among your employees by recognizing them regularly for their efforts. Everyone is more productive, creative, and well-adjusted when appreciated, so let’s start with you. Gandhi once said, “Be the change you wish to see in the world.” Work-Life Balance An effective method of ensuring that employees are satisfied at work and won’t leave for greener pastures is by ensuring that this balance is achieved. Besides fair pay raises, here are the top four things you can do to help: Rewards and incentives Perks and benefits Initiatives for career advancement and training Maintaining a work-life balance Getting your employees to appreciate the fact that there isn’t a perfect ‘work-life balance’ is one of the easiest ways to foster work-life balance . Identifying what works best for them and their daily schedule is the first step. Strive for a realistic schedule, not a perfect one. Depending on the day, they might be more focused on work one day and their hobbies the next. It takes time to achieve balance, not just one day. Ensure that your employees are concerned about their physical, emotional, and mental health. Find Meaning Work is viewed differently by each employee. If they perceive it to be boring and meaningless, it will feel that way. It is possible, however, that they can find greater satisfaction and gratification from their efforts if they reframe their work as a service or a way to improve the world. For instance, a custodian at a high school may see their work as tedious and insignificant, or they may see it as helping students and educators stay healthy and safe in a growing environment. Your job as a boss is to foster a culture that promotes creativity, openness, and a platform for everyone to express ideas and criticism freely. Encourage Workers To Be More Creative How closely linked is creativity to happiness? It is important to create a creative environment that enhances both of them. This is what Teresa Amabile, a Harvard researcher, discovered. What can you do to cultivate a creative environment? The following are some tips: Ensure that participants are involved in problem-solving and decision-making. Minimize the number of meetings. Don’t let your ideas dominate. Make sure that your employees’ goals are in line with those of your company. Organize Wellness Challenges And Programs There are numerous benefits for employers and employees regarding wellness programs and challenges. Employee engagement and employee health can both be improved through these programs. Your workplace can significantly benefit from wellness initiatives such as step challenges, fitness challenges, and bike-to-work schemes. This can have a significant impact on company culture and employee satisfaction. The office is more fun when you work with friends. This helps you and your colleagues feel like you’re all on the same page. Your team will be able to connect on a more personal level with their coworkers if there are ongoing fun events at regular interval. In order to get people mingling, your best bet is to organize offsites. But, you can also arrange Happy Hour once a month or half-day Fridays in the summer. Beach days with the team are magical in the summer! Becoming a supportive manager Using Robert Half Management Resources ‘ four tips, managers can help employees achieve a healthier work-life balance. Understand what motivates your employees. Every individual has different goals regarding work-life balance. Ask each employee their objectives, and then decide how you can help. Some employees may benefit from working remotely a couple of days per week, while others may prefer to work differently daily. Flexibility and open-mindedness are important. Lead by example. Those around you follow your lead. Whenever you send emails or work long hours on weekends, your staff thinks that is what is expected of them. Employees should be informed of their options. Most employers highlight work-life balance initiatives to prospective job candidates, but they don’t communicate those initiatives to current employees. Keep your employees informed about their options regularly. Discuss parental leave options with soon-to-be parents as well. Keep up with the latest developments. Staying on top of emerging trends in work-life balance is crucial. An employee’s current work environment may not be a good fit a year from now. Provide in-demand benefits and keep your work-life balance initiatives fresh. Also, consider implementing a work-life balance program. Flexible workplaces = happy workplaces Flexible work schedules are often cited as an explanation for those who achieve a successful balance between their work and personal lives. Research has shown that employers have been allowing workers more flexibility with their schedules and work locations in the past seven years. Ken Matos, lead researcher and senior director of employment research and practice at Families and Work Institute, explained that employers continue to struggle with fewer resources for benefits that incur a direct cost. The company has prioritized providing employees with a broader range of benefits to suit their individual needs and improve their general well-being. Employers can benefit from flexibility in the long run. The Society for Human Resource Management’s president and CEO, Hank Jackson, has said that employers must provide flexible work options to remain competitive and attract and retain top talent. As Chancey pointed out, work-life balance means different things to different people due to our different life commitments. Choosing a balanced lifestyle is a very personal choice in our always-on world. Only you can decide what works for you. Conclusion: Most of us spend a large part of our waking hours at work; shouldn’t that time be enjoyable and fulfilling? Create a happy workplace by building trust, incentivizing wellness, and appreciating employees. 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

Sustainability metrics link eco-conscious strategies to financial outcomes, unveiling a profitable, responsible path for modern businesses. Sustainability Metrics: Measuring the Impact on Profitability Sustainability metrics are the compass guiding businesses towards profitability, revealing the economic value of eco-responsibility, innovation, and resilience. Evaluating Profitability through Sustainability Metrics In an era characterised by growing environmental and social concerns, businesses are under increasing pressure to integrate sustainability into their operations. Sustainability is no longer just a buzzword; it has become a critical aspect of business strategy. However, many business leaders still grapple with the challenge of measuring the financial impact of sustainability initiatives. This article delves into the world of sustainability metrics, exploring key performance indicators (KPIs) and metrics that businesses can use to quantify the impact of sustainability on profitability. The Business Case for Sustainability Before we delve into sustainability metrics, it's essential to understand why sustainability has become a central focus for businesses. The business case for sustainability is compelling. Integrating sustainable practices can drive cost savings, enhance brand reputation, mitigate risks, and foster innovation. Moreover, it addresses growing consumer and investor demand for responsible business practices. One of the most significant challenges in adopting sustainability is making a compelling financial case to stakeholders. Many executives are rightly concerned about the costs associated with implementing sustainable practices. Measuring the impact on profitability provides the evidence needed to convince skeptics and garner support. Key Sustainability Metrics for Profitability Energy Efficiency and Cost Reduction: Energy consumption is a significant expense for most businesses. Tracking energy efficiency improvements through metrics like energy use per unit of production or per square foot can demonstrate cost savings resulting from sustainable practices, such as energy-efficient equipment, renewable energy sources, and better building insulation. Waste Reduction: Reducing waste not only decreases disposal costs but can also create revenue opportunities. Metrics like waste diversion rates and waste-to-revenue ratios provide a clear picture of how sustainability initiatives impact the bottom line. Implementing recycling and waste reduction programs can lead to significant cost savings and revenue generation from recycling materials. Water Efficiency: Businesses in water-intensive industries, such as agriculture and manufacturing, can realise cost savings by tracking water use per unit of production. Additionally, water scarcity and quality issues can pose risks, making water efficiency an important sustainability metric. Supply Chain Sustainability: Measuring the sustainability of your supply chain can have a profound impact on profitability. Metrics such as supplier emissions, ethical labor practices, and supply chain transparency can help evaluate the financial implications of sustainable procurement and sourcing strategies. It can reduce supply chain disruptions and improve brand reputation. Brand Reputation: While it may not be a direct financial metric, brand reputation has a significant impact on profitability. Tracking metrics related to customer loyalty, trust, and brand perception can help quantify the impact of sustainability initiatives on brand value. A strong brand reputation can translate into higher sales and profitability. Regulatory Compliance and Risk Mitigation: Fines and penalties for non-compliance with environmental and social regulations can be a significant financial burden. Monitoring compliance metrics and implementing risk mitigation strategies can help businesses avoid these costs and protect their profitability. Productivity and Employee Engagement: Sustainable workplaces often experience increased productivity and better employee engagement. Metrics such as employee satisfaction, turnover rates, and absenteeism can provide insights into the financial benefits of a sustainable and socially responsible work environment. Innovation and New Product Development: Sustainable practices can drive innovation, leading to the creation of new products or services. Metrics related to revenue from sustainable products, the number of patents filed, and R&D investments in sustainability can help quantify the financial impact of innovation driven by sustainability. Carbon Footprint Reduction: Reducing carbon emissions is a key sustainability goal for many businesses. Calculating and tracking emissions reductions can demonstrate cost savings and compliance with emission reduction targets, often associated with financial incentives or cost avoidance. Return on Investment (ROI) for Sustainability Initiatives: This metric is perhaps the most direct way to measure the impact of sustainability on profitability. It calculates the financial return on investments in sustainable projects or practices. A positive ROI indicates that sustainability efforts are contributing to profitability. Challenges in Measuring Sustainability Impact on Profitability While these metrics can provide valuable insights into the financial benefits of sustainability initiatives, measuring the impact is not without its challenges. Some common challenges include: Data Collection: Gathering accurate and comprehensive data for sustainability metrics can be challenging. Businesses may need to invest in data collection and management systems to track their sustainability performance effectively. Long-Term vs. Short-Term Perspective: Some sustainability benefits may take time to materialise, making it challenging to demonstrate a direct and immediate impact on profitability. However, taking a long-term perspective is essential, as sustainability often leads to more sustainable and resilient business models. Complex Interactions: The relationship between sustainability metrics and profitability can be complex. For example, improving energy efficiency may lead to cost savings, but it can also drive innovation and enhance brand reputation, indirectly impacting profitability. Benchmarking: Comparing sustainability metrics to industry benchmarks or peers can be challenging, as industries vary significantly in their sustainability challenges and opportunities. External Factors: Businesses are affected by external factors, such as changes in regulations, market dynamics, and consumer preferences, which can make it difficult to isolate the impact of sustainability initiatives on profitability. The Role of Reporting Frameworks To overcome some of these challenges, businesses often rely on established sustainability reporting frameworks. Frameworks like the Global Reporting Initiative (GRI), the Sustainability Accounting Standards Board (SASB), and the Task Force on Climate-related Financial Disclosures (TCFD) provide guidelines and standards for reporting sustainability metrics. These frameworks promote consistency, comparability, and transparency in sustainability reporting. For example, the TCFD framework encourages businesses to disclose information on climate-related risks and opportunities, helping investors and stakeholders better understand the financial implications of climate change for the organisation. Conclusion Sustainability is no longer just a moral obligation; it's a strategic imperative for businesses. However, to gain buy-in from stakeholders, businesses must demonstrate the financial impact of their sustainability initiatives. Measuring sustainability's impact on profitability through key metrics and reporting frameworks is an essential step in this process. The metrics discussed in this article offer a comprehensive view of how sustainability initiatives can drive cost savings, enhance brand reputation, foster innovation, and mitigate risks, all of which ultimately impact profitability. While there are challenges in measuring sustainability's impact, reporting frameworks can help standardise the process and provide a basis for comparing performance within an industry. In the end, businesses that prioritise sustainability not only contribute to a more sustainable future but also position themselves for long-term profitability and resilience in an increasingly complex and interconnected world. As sustainability continues to gain importance, measuring its financial impact will be critical for businesses seeking to thrive in the 21st century. 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

Explore the intricacies of business management systems (BMS) in this comprehensive guide. Learn about key components, implementation strategies, benefits and challenges to empower your organisation's success. What is a Business Management System? Explore the intricacies of business management systems (BMS) in this comprehensive guide. Learn about key components, implementation strategies, benefits and challenges to empower your organisation's success. Published on: 3 Oct 2024 In today's fast-paced business environment, effective management is crucial for the success of any organisation. Business management systems play a pivotal role in facilitating this management process. From streamlining operations to enhancing productivity and ensuring compliance, these systems are indispensable tools for modern businesses. In this comprehensive guide, we'll delve deep into the concept of business management systems, exploring what they are, how they work, and why they are essential for organisational success. At its core, a business management system (BMS) refers to a set of processes designed to facilitate and streamline various aspects of business operations. These systems encompass a wide range of functionalities, including but not limited to, project management, customer relationship management (CRM) , human resource management (HRM), supply chain management (SCM) , accounting, and financial management. Key Components of a Business Management System Project Management: · Project planning and scheduling · Task assignment and tracking · Resource allocation · Progress monitoring and reporting Customer Relationship Management (CRM): · Lead and contact management · Sales pipeline management · Customer communication and support · Marketing automation Human Resource Management (HRM): · Employee database and records management · Recruitment and onboarding · Performance evaluation and feedback · Training and development Supply Chain Management (SCM): · Inventory management · Procurement and vendor management · Order processing and fulfilment · Logistics and distribution Accounting and Financial Management: · Bookkeeping and financial reporting · Budgeting and forecasting · Invoicing and billing · Tax compliance What is the difference between a Business Management System and a Business Operating System? A business management system and a business operating system are interconnected components crucial for organisational efficiency and success. A business management system encompasses the overarching strategies, processes, and tools employed to streamline operations, enhance productivity, and achieve organizational goals. It involves elements like strategic planning, resource allocation, performance monitoring, and decision-making frameworks. This system provides the structure and framework for managing various aspects of a business, from finance and human resources to marketing and operations. On the other hand, a business operating system refers to the specific set of protocols, procedures, and standards that govern day-to-day operations within an organization. It includes workflows, standard operating procedures (SOPs), quality control measures, and technology infrastructure utilised to execute tasks efficiently and consistently. A well-designed business operating system aligns with the broader goals and strategies outlined in the business management system, ensuring that operational activities are conducted in accordance with organisational objectives. In essence, the business operating system is the execution arm of the broader management system, translating strategic vision into tangible results through systematic processes and routines. How Business Management Systems Work Business management systems work by integrating data and processes across different departments and functions within an organisation. They provide a centralised platform where employees can access relevant information, collaborate on tasks, and track progress in real-time. These systems often utilise cloud-based technology , enabling remote access and facilitating seamless communication among geographically dispersed teams. The implementation of a business management system typically involves several steps: Needs Assessment: Identify the specific requirements and challenges faced by the organisation, and determine the functionalities and features needed in the BMS. Customisation and Integration : Customise the BMS to suit the organisation's unique processes and integrate it with existing systems and software. Training and Deployment: Provide training to employees on how to use the BMS effectively, and roll out the system across the organisation. Ongoing Support and Maintenance : Continuously monitor and update the BMS to ensure optimal performance and address any issues that may arise. Benefits of Business Management Systems Implementing a business management system offers numerous benefits for organisations of all sizes and industries: Improved Efficiency: By automating routine tasks and streamlining processes, BMSs help organisations operate more efficiently, saving time and resources. Enhanced Collaboration: BMSs facilitate collaboration among team members by providing a centralised platform for communication, file sharing, and project management. Better Decision-Making: With access to real-time data and analytics, decision-makers can make informed decisions quickly, leading to better business outcomes. Increased Productivity: BMSs enable employees to work more productively by providing tools and resources to help them manage their tasks and priorities effectively. Compliance and Risk Management : BMSs help organisations ensure compliance with regulatory requirements and mitigate risks by providing tools for tracking and monitoring key metrics and indicators. Challenges and Considerations While business management systems offer numerous benefits, they also present some challenges and considerations that organisations need to address: Cost: Implementing and maintaining a BMS can be costly, especially for small and medium-sized businesses with limited budgets. Complexity: BMSs are complex systems that require careful planning and customisation to meet the specific needs of an organisation. User Adoption : Resistance to change and lack of training can hinder user adoption of BMSs, reducing their effectiveness. Integration Issues: Integrating a BMS with existing systems and software can be challenging and may require additional resources and expertise. Security Concerns: Storing sensitive data in a BMS raises security concerns, and organisations need to implement robust security measures to protect against cyber threats. Conclusion In conclusion, business management systems are essential tools for modern organisations looking to streamline operations, improve efficiency, and achieve their business objectives. By integrating various functionalities and providing a centralised platform for collaboration and decision-making, BMSs empower organisations to stay competitive in today's dynamic business landscape. However, implementing and managing a BMS requires careful planning, investment, and ongoing support to realise its full potential. With the right strategy and approach, businesses can leverage the power of BMSs to drive growth , innovation, and 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

Environmental sustainability strategies bolster competitiveness, reduce costs, meet stakeholder expectations, and ensure long-term viability in a changing world. The Importance of Environmental Sustainability Strategies for Business Environmental sustainability strategies are vital for business. They meet stakeholder expectations, ensure regulatory compliance, reduce costs through resource efficiency, foster innovation and competitiveness, secure long-term viability, enhance supply chain resilience, boost reputation and loyalty, and open doors to new markets and investments. Sustainability is not just an option; it's a necessity for modern enterprises. Environmental sustainability has become a paramount concern in recent years, as the world grapples with the far-reaching consequences of climate change, resource depletion, and biodiversity loss. In this context, the role of businesses in promoting and implementing environmental sustainability strategies has gained significant attention. Companies are increasingly recognising that environmental sustainability is not just a moral obligation but also a critical component of their long-term viability and success. This article explores the importance of environmental sustainability strategies for business, delving into the reasons behind this shift in corporate mindset and the tangible benefits that sustainability efforts bring. Meeting Stakeholder Expectations Today's stakeholders, including customers, investors, and employees, expect businesses to demonstrate a commitment to environmental sustainability. Consumers are increasingly conscious of the environmental impact of their purchasing decisions, and they favour products and services from companies that take sustainability seriously. Investors recognise the financial risks associated with unsustainable practices and are seeking out environmentally responsible businesses as attractive investment opportunities. Moreover, employees are more likely to be engaged and motivated when they work for a company that aligns with their personal values and demonstrates a commitment to sustainability. Therefore, businesses that invest in environmental sustainability strategies can enhance their brand image, attract and retain customers, investors, and talent, and build stronger relationships with their stakeholders. Regulatory Compliance and Risk Mitigation Governments and regulatory bodies worldwide are imposing stricter environmental regulations and standards. Failing to comply with these regulations can lead to legal penalties, reputational damage, and operational disruptions. By proactively adopting environmental sustainability practices, businesses can not only ensure compliance but also reduce the risk of regulatory changes negatively impacting their operations. This risk mitigation is particularly important as environmental issues become more prominent on the global agenda, and companies that are not prepared may face substantial financial and operational challenges. Resource Efficiency and Cost Savings Sustainability strategies often involve optimising resource use, reducing waste, and improving energy efficiency. These initiatives lead to tangible cost savings for businesses. For example, a company that invests in energy-efficient technologies can reduce its energy consumption and lower energy bills. Similarly, businesses that reduce waste in their production processes can decrease disposal costs and increase the efficiency of their supply chains. In the long term, these cost savings can significantly improve a company's bottom line and competitiveness, making sustainability a prudent financial decision. Innovation and Competitive Advantage Environmental sustainability can drive innovation within an organisation. Businesses that seek sustainable solutions often discover new technologies, processes, and products that can give them a competitive advantage. For example, the automotive industry's shift towards electric vehicles is not only driven by environmental concerns but also presents a significant business opportunity for companies that can innovate in this space. Furthermore, consumers are increasingly looking for sustainable options, and businesses that can offer such products or services stand to gain a distinct competitive edge in the market. Long-term Viability Sustainability strategies are vital for ensuring a company's long-term viability. As natural resources become scarcer and environmental pressures mount, businesses that rely on unsustainable practices may find themselves at a disadvantage. Adopting sustainability strategies now can help companies adapt to changing market conditions and consumer preferences, reducing the risk of becoming obsolete in the future. By integrating sustainability into their core business models, companies can position themselves for long-term success and resilience in a rapidly changing world. Improved Supply Chain Resilience Global supply chains have become increasingly vulnerable to disruptions due to factors such as climate change, geopolitical tensions, and health crises. Companies that rely on vast, complex supply chains are exposed to various risks. Implementing environmental sustainability strategies can enhance supply chain resilience by reducing reliance on vulnerable resources, diversifying sources, and minimising exposure to volatile environmental conditions. This resilience can help businesses weather supply chain disruptions more effectively and ensure the continuity of their operations. Enhanced Reputation and Customer Loyalty A strong commitment to environmental sustainability can enhance a company's reputation and foster customer loyalty. Customers are more likely to support businesses that demonstrate a clear commitment to environmental responsibility. They not only feel good about their purchases but also become more loyal to brands that share their values. This loyalty can translate into repeat business, positive word-of-mouth marketing, and increased customer lifetime value. In the age of social media and online reviews, a positive reputation for sustainability can be a powerful asset. Access to New Markets and Investment Opportunities Businesses that embrace environmental sustainability strategies may gain access to new markets and investment opportunities. For example, by aligning with sustainable practices, companies can tap into the growing green and ethical consumer markets. Moreover, there is a burgeoning interest in sustainable investment options, and businesses that are well-positioned in this regard can attract capital from environmentally conscious investors. These new market and investment opportunities can open up revenue streams and growth potential for businesses. In conclusion, the importance of environmental sustainability strategies for business cannot be overstated. Companies that fail to recognise and act on this imperative risk losing competitive advantages, facing legal and regulatory challenges, and experiencing reputational damage. On the other hand, those who proactively embrace sustainability stand to gain numerous benefits, from cost savings and innovation to enhanced stakeholder relationships and long-term viability. As the world continues to grapple with environmental challenges, businesses have a pivotal role to play in the transition towards a more sustainable future. Therefore, integrating sustainability into business strategies is not just a choice; it is a necessity for the success and survival of modern enterprises in an ever-changing and environmentally conscious world. 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

Find out how to use internal and external communications to improve your business performance and profit, with expert advice from our business consultants. How To Use Internal and External Communications To Improve Business Performance Staff and customers feature prominently in most company vision and values statements. Improving customers’ experiences is usually an all-consuming obsession for sales and marketing teams. Published on: 25 Feb 2021 Use your business communications to improve business performance Good business communications can positively influence business performance and productivity . Staff and customers feature prominently in most company vision and values statements. Improving customers’ experiences is usually an all-consuming obsession for sales and marketing teams. The employee experience is becoming an equally important priority for HR departments – after all, businesses regularly assert the mantra “staff are our most important asset”. How you communicate with both your staff and customers is an important way of showing you understand and respect them. You should think about communicating simultaneously with both audiences as part of a concerted effort to grow your business. In a way, they are two sides of the same coin. Timothy R Clark, CEO of LeaderFactor, hits the nail on the head: “Highly engaged employees make the customer experience. Disengaged employees break it.” Think of each piece of communication that you publish as a golden opportunity to build better experiences for these two audiences. The channels you use to communicate are relatively easy to set up. Newsletters, magazines, blogs, emails and apps, to name a few. What you put in them is often trickier to get right. The most impactful internal and external communications are down to good storytelling . Clear the roadblocks to effective communications There are likely to be roadblocks on the route to smoothly achieving your internal and external communications goals . Here are some of the hurdles that small businesses , medium-sized businesses and enterprises are likely to face – together with ideas on how to overcome them. Let’s start with staff communications. Senior management should support but not dominate internal communications Challenge Internal communications need buy-in and support from the top. This adds credibility to the content and should provide stronger momentum for your communications. However, it can create two challenges. First, senior management may lack the time – or inclination – to focus on internal communications. Data from Gallup shows that only 13% of employees strongly agree that leaders communicate effectively with the rest of the organisation. Second, there is the risk of managers dominating the platform. You don’t want employees seeing ‘their’ company newsletter as just another management mouthpiece. Fostering honest and open internal communications is one of the key leadership skills of the 21st century . Ideas • Good leaders listen. They can demonstrate this by balancing the content of their internal communications, so it isn’t top-heavy with corporate messaging • Whenever you share important company messages do it in a palatable way that staff will find easy to digest • Report honestly on setbacks, as well as progress, to build trust in what you are saying • Respond quickly to negative situations with real examples of what you are doing to turn things around Improve productivity with two-way internal communications Challenge Research by the Chartered Institute of Personnel and Development (CIPD) found that a quarter of employees said they rarely or never have the opportunity to raise ideas or concerns to improve how their business functions. A quarter reported that they often choose not to speak up, even though they have something they’d like to say. If you get staff on your side then they’re likely to want to work harder for you. Ideas • Use your internal communications to encourage people to share their views – both positive and negative. Then make sure you follow up, and report on, the actions you plan for remedying unsatisfactory situations • If staff are more involved in the process they should feel ownership of internal communications, such as a newsletter, so it becomes a trusted channel for giving information • Feature plenty of comments and quotes from staff in your news – that’s usually who colleagues most want to read about • Think about having a staff representative attend planning meetings for key internal communications projects, where they can represent their colleagues’ views while discussing content suggestions Align employee with company goals Challenge Deloitte noted that only 23% of executives in its survey said their companies were excellent at aligning employees’ goals with corporate purposes. The firm noted that over half (59%) of those surveyed said they were not ready or only somewhat ready to address the employee experience challenge. Company goals should be shared openly and reinforced regularly, not left on a shelf collecting dust, because they are essential to creating a healthy company culture. If you keep them out in the open and review them regularly then you are more likely to be able to align corporate ambitions with employees’ goals. Having staff on your side makes sustained business growth more achievable. As former Fortune 500 CEO and business leader Douglas R Conant points out: “To win in the marketplace, you must first win in the workplace.” Ideas • Use your internal communications to encourage and demonstrate greater workplace collaboration, so everyone feels part of the same team, pursuing common goals • Share important messages around wellbeing, health & safety and the work/life balance • Share recruitment information and job role profiles, so staff can see where their next career steps might be and you can reduce employee churn • Include corporate social responsibility (CSR) information in your communications – these issues are front-of-mind for many people • Feature personal stories from staff about life beyond work that help to reflect the human side of your business Highlight reward and recognition Challenge Reward and recognition schemes are a great way to boost employee wellbeing and loyalty. But a Perkbox survey found only 4% of employees said they currently have the right perks for them. Encouragingly, Perkbox also reported that 42% of staff said they’d be happier in 2021 if they received greater recognition for their work. You often hear companies bemoan the fact that staff don’t take advantage of the range of attractive incentives and benefits available to them. On the flip side, staff sometimes complain their employers fail to give them much in the way of perks but aren’t aware of what’s on offer. This situation highlights the damaging impact of an avoidable internal communications breakdown. Ideas • Celebrate staff successes and achievements with stories that give them the recognition they deserve and which inspire colleagues to aim equally high in their efforts • Keep details about your benefits and rewards programmes up to date, so everyone knows the latest news and how they can participate • Encourage greater innovation in the workplace by showcasing staff suggestions about better ways of working • Motivate staff with positive news, so they feel more loyal and happier to be more productive Now, let’s look at customer communications. Improve the customer experience Challenge Over two-thirds of marketing people who are responsible for managing the customer experience in companies told Gartner that their companies compete mostly or completely based on those experiences. Getting the customer experience right is essential so your productivity isn’t compromised by constantly having to sort out poor experiences. If you get it right, then you should be on a roll – Gladly observed that 68% of people were happy to pay more for products and services if they knew the company offered good customer service experiences. Ideas • Use external communications to make customers feel appreciated and part of a community based around your brand • Use external communications to improve your understanding of what customers want, so you can increase your performance by improving customer experiences • See life from the customer’s point of view, not yours. Share information, such as advice and case studies, that are relevant to their world • Speak the same language as your customers – straight-talking and jargon-free – so they are more likely to respond positively Personalise your relationships Challenge According to Accenture , only 22% of global customers said that the companies with which they do business tailor their experiences based on a deep understanding of their needs, preferences and past interactions. CEOs appear to be taking steps to address this, with 73% of them recognising the need for products, services and experiences that are more meaningful to their customers. Accenture says we are now in the ‘hyper-relevance’ era. A lot of success in improving customer experiences comes down to how well you personalise your communication. The Gladly survey found that 59% of people said that they preferred personalisation over speed in customer service. Ideas • Share positive stories about customer experiences that strengthen trust in your brand • Share important news about your business and products in a timely way that inspires confidence in your brand and generates additional interest in your business • Use external communications to highlight special offers tailored to your audience • Bring more customers back through positive, personalised messaging Listen and learn from customer feedback Challenge The service that customers receive is important in terms of how loyal they are, said 96% of respondents to a Microsoft survey. What’s more, some 77% of customers view brands more favourably if they ask for and accept customer feedback. While 68% of them view brands more favourably if they act proactively in their relationships. Ideas • Use your external communications as a platform to receive and share customer feedback that helps you understand what they think about you, so you can continually improve what you offer them • Show compassion and a deep understanding of customers’ challenges – plus a readiness to help tackle them • Delivering content that engages its audience should encourage customers to continue interacting with you • Demonstrate that your business is the expert in its market by encouraging debate and discussion around topics that highlight your leadership Turn customers into brand ambassadors Challenge A report by Bond shows that 70% of customers are more likely to recommend brands that offer good loyalty programmes. It said loyalty programmes that establish ‘positive emotional connections’ with members can lead to 27% of the membership increasing how much they spend with the brand. The ability to increase revenue from loyal customers is confirmed by Bain , who noted that companies that excel at the customer experience grow revenues 4-8% above their market. Better experiences increase loyalty and turn customers into promoters of your brand, with a lifetime value 6-14 times that of detractors, according to Bain. Customers who are switched-on to your brand can have a positive impact on your profitability. Constellation Research estimated that companies that improve engagement can increase cross-sell revenue by 22%. Ideas • Engage customers more fully with useful information about your products and services, so they get more from them • Use your external communications to educate and inform customers about your whole business – beyond the transactional side that first brought them to you • Improving customer loyalty saves money – it costs businesses far more to find new customers than to retain existing ones Summary Timely, informative, conversational internal communications help keep everyone in the picture and enable two-way conversations, so you can understand the challenges your people face and respond more quickly to resolve their issues. Lively, insightful external communications reinforce your business values, help you learn more about your customers and put a human face on your businesses. Creating effective business communications comes down to the words you use . What to say, how to say it and when to say it. It’s not always easy articulating the things that make your business a brilliant place to work or one that treats its customers like royalty. 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

What is business waste management? What is business waste management? From overflowing landfills to toxic waste dumps, the impact of our corporate waste on our environment is far from desirable. Published on: 22 Jun 2023 With businesses generating thousands of tonnes of waste yearly, it’s no surprise that our planet is struggling to keep up. Waste created by businesses is a problem for the environment and the bottom line. Organisations that can reduce their waste can often increase profits and improve their sustainability. In a world where resources are increasingly scarce, looking for ways to reduce waste throughout a business operations is essential. What is business waste management? Waste management is essential to preserving our planet and ensuring its sustainability. With increased awareness about environmental issues, more people are becoming conscious of their waste management practices. Waste management involves collecting, transporting, processing, disposing, and monitoring waste materials. It manages all types of waste, including solid, liquid, and gaseous, and aims to minimise environmental impact while protecting public health. Effective waste management practices typically involve a combination of strategies, including waste reduction and recycling and the safe and responsible disposal of any remaining waste. This can affect the use of landfills, incineration, composting, and other techniques designed to minimise the environmental impact of waste. This has led to the development of new technologies that help reduce the waste generated and ensure it is disposed of properly. Effective business waste management support UN SDG12 , responsible production and consumption. Sustainable consumption and p r oduction is about doing more and better with less and decoupling economic growth from environmental degradation, increasing resource efficiency and promoting sustainable lifestyles. There are various methods of waste management. There are many ways to manage the waste we create , from composting to recycling. Taking care of our waste is essential to protecting our planet. 1. Source Reduction: This involves minimising waste generated by changing production, consumption, and product design patterns, for example, using reusable bags instead of single-use plastic bags. 2. Recycling: This involves the collection, separation, processing, and reuse of materials that would otherwise be thrown away, for example, recycling paper, plastic, metal, and glass. 3. Composting: involves the natural breakdown of organic waste materials, such as food and yard waste, into a nutrient-rich soil amendment that can enrich the soil. 4. Landfills: This involves the disposal of waste in a designated landfill area. Modern dumps are designed to minimise the environmental impact of waste disposal by capturing and treating leachate and landfill gas. 5. Incineration: This involves the burning of waste materials at high temperatures. The generated heat can produce electricity, and the residual ash can be safely disposed of in a landfill. 6. Hazardous waste management: This involves the safe and proper handling, storage, and disposal of hazardous waste materials, such as chemicals, batteries, and electronics. The choice of waste management method depends on factors such as the type and quantity of waste, local regulations, and available infrastructure. A combination of waste management methods should achieve the most efficient and sustainable waste management system. What is e-waste? E-waste, also known as electronic waste, is a term used to describe discarded electronic devices such as computers, televisions, mobile phones, and other electronic equipment. E-waste is generated when electronic devices are no longer needed, obsolete, or replaced by newer technology. E-waste can pose a significant environmental threat if not disposed of properly. Electronic devices contain many toxic and hazardous materials, such as lead, mercury, cadmium, and brominated flame retardants. When these materials are not disposed of properly, they can leach into the soil and water, causing pollution and posing a health risk to humans and wildlife. Therefore, recycling and adequately disposing of e-waste is vital to reduce the environmental impact of electronic devices. Many countries and organisations have implemented e-waste recycling programs to ensure that electronic devices are disposed of safely and responsibly. These programs involve collecting, processing, and recycling e-waste to recover valuable materials and minimise the environmental impact of electronic devices. Electronic waste, or e-waste, is a growing global problem due to the increasing amounts of discarded electronics . In 2023, until the end of April , 16,765,000 tons of electronic waste have been thrown out. It’s a shocking amount, and it’s getting worse as our tech addiction grows more vital. E-waste often contains valuable resources that can be recovered and reused in new products . This makes e-waste a vital issue to address to reduce environmental damage while preserving valuable resources. Examples of e-waste include: Computers and peripherals, such as monitors, keyboards, and printers Mobile phones and other handheld devices Televisions and other electronic appliances, such as refrigerators, air conditioners, and washing machines Electronic toys and games Batteries and chargers Audio and video equipment, such as DVD players and stereo systems Medical equipment, such as X-ray machines and laboratory instruments Solar panels and other renewable energy equipment Cables and wiring Electronic components, such as circuit boards and hard drives Five simple steps to dispose of domestic e-waste: Getting rid of old gadgets can be a hassle, but it’s essential to do it right. Not only do we need to prevent environmental pollution, but we also want to make sure we recycle valuable materials. 1. Donate or sell: If your electronic device is still in working condition, consider donating it to a charity or selling it to someone who can use it. 2. Recycle: Many cities have e-waste recycling programs that allow you to drop off your electronic devices at designated locations. These programs ensure that electronic devices are properly recycled and that hazardous materials are disposed of safely. 3. Manufacturer take-back programs: Many electronics manufacturers offer take-back programs that allow you to return your old devices to the manufacturer for proper disposal. 4. Find a certified e-waste recycler: Look for an accredited e-waste recycler who follows responsible recycling practices and does not export e-waste to developing countries. 5. Erase personal data : Before disposing of your electronic device, be sure to erase any data. Proper disposal of e-waste is vital to prevent environmental and health hazards. How can businesses measure waste reduction? There are several ways that companies can measure their progress in reducing waste. The first step in waste reduction is to conduct a waste audit. This involves assessing the types and amounts of waste generated by your business. It will help you identify the areas where waste can be reduced and set targets for future waste reduction. By conducting periodic audits, companies can identify trends in their e-waste generation and track progress towards their reduction goals. Track your waste reduction progress ; you can measure waste metrics such as the overall amount of waste generated, the amount of waste diverted from landfill, and the cost of waste disposal. You can use this data to set targets for reducing waste and to identify areas where improvements can be made. A waste management plan can help businesses reduce waste and track progress. A waste management plan outlines a business’s actions to reduce its waste, including setting reduction targets and identifying specific waste reduction initiatives. There are several waste management software options available that can help businesses track their waste reduction progress. These systems provide real-time data on waste generation and disposal and can help companies identify improvement areas. By measuring waste reduction , businesses can identify areas for improvement, set targets for reducing waste, and track their progress. This not only helps the environment but can also lead to cost savings and increased efficiency in operations. Businesses can track the amount of e-waste they dispose of and compare it to previous years. This can help them identify any reductions in e-waste generation. Tracking the amount of e-waste that is recycled can also help businesses understand the impact of their e-waste reduction efforts. For example, they can measure the percentage of recycled e-waste versus those sent to landfill and compare it to previous years. E-waste generates significant carbon emissions so that businesses can track the reduction in emissions associated with their e-waste reduction efforts. In addition, they can calculate the carbon emissions associated with their e-waste generation and compare it to previous years. Businesses can engage employees in their e-waste reduction efforts by encouraging them to track the e-waste they generate and recycle. They can then use this data to calculate the reduction in e-waste generated by employees. Overall, measuring an e-waste reduction requires businesses to track their e-waste generation, recycling, and carbon emissions over time. By doing so, they can identify areas where they can improve their e-waste reduction efforts and track their progress towards their goals. Businesses can benefit by reducing waste It may be tempting to discard old electronics without considering their environmental impact; businesses that do so will likely find themselves paying a hefty price. Not only is e-waste creating an enormous environmental burden on our planet, but it can also have a considerable financial cost for businesses. Disposing of old electronics is quickly becoming one of the most significant expenses associated with running a business. This can include costs such as transport and storage fees and the need to hire additional employees or contractors to manage the disposal process. In addition, businesses must also pay for the necessary certifications for proper disposal of electronic waste. All these costs add up quickly, making it increasingly important for companies to focus on. However, reducing e-waste is more than just an environmental responsibility; it is a way for businesses to increase their profits. It has been estimated that reducing e-waste can save a company up to 30% on its operational costs. To reduce e-waste, businesses must start looking for ways to reuse or repurpose their obsolete electronics. By doing so, they can use the materials already used in the device’s production and extend its lifecycle, saving time and money. For example, refurbishing an old laptop and reselling it as a second-hand model will cost less than buying a new one. In addition, this kind of strategy reduces the amount of waste created and provides an additional source of income for a small business. Businesses can also look to donate their old electronics to organisations that can use them. This can reduce the waste businesses create while providing a valuable resource for those in need. Finally, businesses should look for ways to improve their recycling and disposal processes. By increasing oversight of their e-waste disposal and investing in new technologies such as shredders or furnaces, businesses can further reduce the amount of waste they create and ensure that any remaining materials are appropriately disposed of. 5 ways to reduce waste management costs 1. Lower material costs: Reducing business waste can increase profit in several ways. First, waste reduction can lead to cost savings by minimising the resources, materials, and energy used in production, resulting in lower operational expenses. This can be achieved by implementing practices such as recycling, reducing energy consumption, and optimising production processes to eliminate inefficiencies. Reducing waste can enhance a business’s reputation and appeal to consumers who are increasingly conscious of the environmental impact of their purchasing decisions. This can result in increased sales and customer loyalty and the potential to attract new customers who prioritise sustainable products and practices. 2. Reduce disposal costs: Proper waste management can reduce disposal costs associated with waste removal and treatment, leading to cost savings and increased profits. By minimising waste in production processes, businesses can reduce the amount of waste generated, reducing the amount of waste that needs to be disposed of. This can be achieved by implementing practices such as recycling, reusing materials, and optimising production processes to eliminate inefficiencies. 3. Avoid Fines : Reducing waste can also help businesses avoid fines and penalties associated with improper waste disposal. Many authorities have strict regulations governing waste disposal, and companies that fail to comply with these regulations can face significant fines. 4. Increased efficiency : Reducing waste in business can lead to increased efficiency in several ways. First, by minimising waste in production processes, companies can optimise their use of resources, reducing the amount of materials, energy, and time needed to produce their products. This can be achieved by implementing practices such as lean manufacturing, process optimisation, and waste reduction initiatives. Another positive is improved inventory management, as businesses can better track and manage their raw material inventory levels. This can result in more efficient ordering processes, reducing the need to stockpile excess materials that may go unused. It can also lead to improved workplace safety and cleanliness. 5. Improved reputation : A company committed to sustainability and responsible waste management practices can enhance its reputation and attract environmentally conscious customers, increasing sales and profits. Businesses prioritising waste reduction and sustainability demonstrate their commitment to environmental management, which can be attractive to customers who are increasingly conscious of the impact of their purchasing decisions. This can lead to increased sales and customer loyalty and the potential to attract new customers who prioritise sustainable products and practices. Finally, reducing waste can help businesses avoid negative publicity and reputational damage associated with improper waste disposal or environmental violations. By implementing best practices in waste reduction and environmental management, companies can mitigate the risk of negative publicity and reputational damage. In conclusion, reducing e-waste is an essential environmental responsibility and a great way to increase profits for businesses. By focusing on reuse, repurposing, and better disposal methods, companies can reduce their operational costs and provide valuable resources to those in need . If businesses can effectively implement these strategies , they will be sure to see an increase in profits while positively impacting the environment. Overall, reducing waste in business can have significant positive impacts on both the bottom line and the 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

Learn how to create a healthy company culture to help your business thrive long-term by keeping your best employees and your business productive. 15 Ways to Create a Healthy Company Culture Learn how to create a healthy company culture to help your business thrive long-term by keeping your best employees and your business productive. Published on: 1 Aug 2024 There’s a lot of talk surrounding the importance of a positive company culture in the business world. However, people often see it as a stylish buzzword created due to millennial expectations of a good work/life balance. Business leaders can make the mistake of thinking a monthly team visit to the pub will resolve a toxic company culture. This article seeks to address what company culture actually is, the profound benefits it can have for your organisation and suggest 15 ways for you to begin creating a healthy company culture. What is Company Culture? Company culture, also referred to as organisational culture or corporate culture, can be defined as a set of shared values, goals, beliefs and practices that guide your business and the action of your employees. There is no solid definition of company culture because it is a unique concept for each individual business. It can be seen as the fingerprint of your organisation. As a business leader you will have created values and goals as soon as your company was born and these will form the foundation of your workplace culture . The culture then develops into the beating heart of your organisation as employees respond and contribute to those core values. A good company culture should inspire teamwork, collaboration, innovation and a thirst for success. Patty McCord, former Chief Talent Officer at Netflix, recognises in her book Powerful: Building a Culture of Freedom and Responsibility that “the greatest motivation is contributing to success”. How Corporate Culture Affects CRM Corporate culture plays a crucial role in the success of Customer Relationship Management (CRM) by shaping how employees interact with customers, leverage technology, and align with the company’s customer-centric goals. A culture that prioritises transparency, responsiveness, and continuous improvement ensures that CRM tools are used effectively rather than becoming just another piece of software. When collaboration and data-driven decision-making are ingrained in the organisation, employees are more likely to share customer insights and provide personalised experiences. Conversely, a rigid or siloed culture can hinder CRM adoption , leading to inconsistent customer interactions and missed opportunities for retention and growth. Ultimately, the right corporate culture transforms CRM from a system into a strategic advantage. Here are five ways corporate culture impacts CRM: Customer-Centric Mindset – A culture that values customer relationships ensures that CRM data is used to enhance customer experiences rather than just track transactions. Collaboration Across Teams – When departments work together, CRM becomes a central hub for shared insights, leading to more seamless customer interactions. Technology Adoption – A culture that embraces innovation encourages employees to fully utilise CRM tools rather than resisting change. Accountability and Ownership – When employees take responsibility for customer relationships, they are more likely to input accurate data and follow up effectively. Continuous Improvement – Companies with a culture of learning and adaptation use CRM analytics to refine customer strategies and improve performance over time. Why is a Healthy Company Culture so Important for Business Success? A healthy company culture has profound benefits for your organisation. A report conducted by Breathe HR found that 81% of business leaders recognised that culture drives direct benefits for their organisation. These are just some of the benefits of a strong corporate culture: Attracting talent – company culture is a huge factor for job seekers in today’s market with 66% of millennials putting culture above salary when it comes to job satisfaction. Employee retention – once you’ve hired successful staff, your goal is to keep them within the organisation. High turnover often occurs when there is a negative company culture. In fact, a recent survey by Glassdoor found 70% of UK workers would look for a job elsewhere if their company culture deteriorated. Increased productivity – happy workers show up consistently, are more engaged with the business, seek to solve problems and as a result contribute more valuable work. Improves reputation – negative headlines about toxic company culture and unhappy employees spark discontent amongst your customers. How to Create a Healthy Company Culture: 15 Steps It is important to recognise that a healthy company culture is not created overnight. It is ok to make mistakes, take risks and find out what works. The following 15 suggestions are just some of the ways you can begin to improve your company culture. Share Your Core Company Values It’s all well and good to draw up your company values in your mission statement but often they’re then left to sit on a dusty shelf whilst attention is turned to profits. Your values and goals should be regularly shared with the entire team and consistently measured. When everyone understands what is expected of them and are working towards the same goal, engagement and productivity rise as a result. Hire and Fire Based on Values and Behaviours Finding candidates with the right skills to perform their job is important but training can always be utilised to fill gaps in knowledge. However, it is much harder to train someone to share your values and required behaviours to fit into your company culture. Make your values and required behaviours clear during the recruitment process and explore how candidates exhibit these qualities. Consider whether they are the right fit for the team. Similarly, if a member of staff is failing to adapt to the company culture or creates divides within the team then it is time to consider their place in the organisation. Encourage a Healthy Work/Life Balance Modern life can be full of stresses in and outside of the workplace and we are all guilty of failing to strike a healthy balance at times. Employees who are less stressed and happier are likely to perform better at work and concentrate on the task at hand. The coronavirus pandemic has taught us valuable lessons about the need for flexibility and juggling our work and home life at the same time. Many people have found themselves home schooling alongside tackling the working day. The Modern Family Index 2020 found that 46% of parents said that work affected their ability to spend time together as a family yet stated family was their number one priority. Employers should be mindful of encouraging flexible working opportunities and highlighting the importance of leisure time to avoid stress and employee burnout. Improve Communication and Collaboration in the Workplace Employees can be left feeling like a cog in a machine without really understanding the bigger picture. Encouraging communication across all levels and departments ensures everyone has a shared goal, understands their role and wants to collaborate to be successful. Staff should be given the opportunities to ask questions and provide feedback regularly. Bring More Compassion to the Workplace A survey conducted by Liberty Mind found that a shocking 83% of employees had been made to feel guilty for taking time off for a major life event. As an employer it is important to show you care, offer understanding and seek to help employees in need. Workplace compassion increases loyalty, engagement, productivity and trust. Make Work Fun No one wants to dread going to work on a Monday morning. Whilst it’s not all about adding slides and TVs to the workplace, a boring work environment can stifle innovation and creativity. People who are bored at work are less likely to be productive and are more likely to seek a job elsewhere. Recognise and Reward Employee Achievements Everyone responds well to praise and we crave appreciation for hard work. A simple thank you or a small token of appreciation in the workplace improves productivity, boosts happiness and creates loyalty. Research shows 42% of employees say receiving greater recognition for their work would make them happier in 2021. Invest in Employee Health and Wellbeing Healthy and happy employees are key to the success of the company. Toxic workplace culture can profoundly affect employees’ physical and mental health. It is vital to be mindful of stress and employee burnout which can lead to increased sickness absence, a drop-in productivity and a lack of loyalty. Employee wellness programmes can be a great way to improve happiness, reduce absenteeism and boost productivity. Involve Employees in Decision Making Staff who are involved in decision making feel trusted and a valuable asset to the team. They are much more likely to work hard when they feel their contributions have a positive impact. A collaborative team who make decisions together can spark better ideas and innovative ways to problem solve. Your staff are in the perfect position to help you improve as they often work more closely with your product and customer so they’ve seen first-hand what works well and what doesn’t. Avoid Micromanaging Your Team Micromanaging can demoralise your employees, result in frustration and mistrust and can even limit their creativity. Furthermore, if their work is always being watched and scrutinised they may lack the confidence to suggest ideas and make decisions which could have benefited the business. When we are ordered what to do we begin to lack motivation. Whereas when we make decisions and feel like we are part of the bigger picture we will go the extra mile to ensure success. Promote Transparency in the Workplace Don’t sugar-coat company problems and hide them from your employees. Being transparent creates trust and your team will be willing to support the company through its challenging periods when they are well informed. Employees can also assist in the problem-solving process and provide suggestions to tackle issues. The trust process works both ways and employees will feel confident to bring problems to attention swiftly to prevent further mistakes being made. Communicating news immediately also prevents workplace gossip and miscommunication. Combat Negativity in the Workplace Negativity in the workplace can spread quickly throughout the team, affecting engagement and productivity. One negative situation or person can affect the mood of the entire team. If a negative team member is unable to adapt to the positive company culture then it may be time to re-evaluate their role in the organisation. Get to Know Your Team It’s common, particularly in a large business, to barely know the name of the new intern. However, good leaders know that people are what make up a business. You need your employees to trust and respect you and come to you with their problems. Knowing how your team thinks and what they value is hugely important to the success of your workplace. So, don’t just nod at the new employee at the coffee station next time, ask them questions and invite them to feel part of the company culture. Promote Equality, Diversity and Inclusion Equality and diversity should not be a tick box exercise to keep up appearances and look good to the outside world. There are many benefits to having a diverse team and these should be understood and utilised to create a healthy company culture. A successful organisation should be made up of people who all bring different skills and experience to the table. Discriminating based on gender, ethnicity or disability may result in losing potential talent. A report by McKinsey called ‘Delivering Through Diversity’ found that companies with the most ethnically diverse teams are 33% more likely to outperform their peers on profitability. Offer Training and Professional Development Opportunities A healthy company culture should encourage growth and personal development. Employees should be given opportunities to better their skills and further their career. Employees who lack progression begin to feel bored and unfulfilled, adversely affecting the workplace culture. 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 to create a thriving coaching culture in your small organisation. Learn actionable steps to empower teams, boost engagement, and drive sustainable growth. How to Create a Coaching Culture in a Small Organisation By embedding these seven steps, small organisations can create a vibrant coaching culture that fuels employee satisfaction and drives sustainable growth. Published on: 26 Dec 2024 In today’s fast-paced business environment, small organisations are under constant pressure to adapt, innovate, and grow. One of the most effective ways to stay ahead is by fostering a coaching culture. But what does this mean, and why is it important? Let’s break it down into seven actionable steps. 1. Understand the Value of a Coaching Culture A coaching culture is more than just a leadership style—it’s a mindset shift that permeates every level of the organisation. It’s about creating an environment where employees feel supported, valued, and empowered to develop their skills continuously. In small organisations, fostering a coaching culture can bridge gaps in expertise, cultivate emerging leaders, and enhance collaboration. Unlike traditional training programmes that occur periodically, coaching cultures encourage ongoing learning and personal development in real-time, making growth a daily practice. A coaching culture directly impacts employee engagement, productivity, and retention. When employees experience consistent feedback and development opportunities, they are more likely to stay committed to the organisation’s mission. Additionally, it creates a ripple effect of problem-solving and innovation, as employees feel more confident in their abilities and more invested in the company’s success. Why It’s Essential: Builds adaptable, solution-oriented teams ready to tackle new challenges. Increases employee morale and loyalty by demonstrating a commitment to personal growth. Enhances overall productivity by fostering a mindset of continuous improvement. 2. Gain Leadership Buy-In Leadership is the cornerstone of any successful cultural shift, and creating a coaching culture is no exception. For coaching to become embedded within the organisational fabric, leaders must embody coaching behaviours consistently. This involves shifting from a directive management style to one that prioritises guidance, empowerment, and support. Leaders need to embrace vulnerability by acknowledging their growth areas and actively participating in coaching initiatives. To secure leadership buy-in, highlight the long-term benefits, such as increased employee performance, higher engagement, and reduced turnover. Provide case studies from similar organisations that demonstrate measurable success. Encourage leaders to undergo coaching themselves, as this hands-on experience often translates into a deeper understanding of the benefits. Action Tip: Host leadership workshops focused on coaching techniques. Encourage leaders to set personal coaching goals and track their progress publicly within the organisation to inspire others. 3. Develop Internal Coaches While external coaching can be valuable, small organisations benefit from cultivating internal coaching talent. Internal coaches understand the unique dynamics, goals, and challenges of the business, allowing them to provide more tailored and relevant support. By developing coaching skills within the existing team, the organisation creates a sustainable, scalable model for continuous growth. Identify high-potential employees with strong emotional intelligence, communication skills, and a passion for helping others. Offer formal training sessions, mentoring opportunities, and access to coaching certifications. Internal coaches not only guide their peers but also reinforce the coaching culture by modelling coaching behaviours consistently. Practical Step: Start with a pilot programme involving a small group of internal coaches. Provide ongoing feedback and encourage them to share their experiences, gradually expanding the programme across departments. 4. Foster a Feedback-Driven Environment Feedback is the heartbeat of a thriving coaching culture. It creates a continuous loop of learning and improvement, allowing employees to refine their skills, align their goals, and contribute more effectively. In a coaching culture, feedback is not reserved for annual reviews—it becomes part of daily interactions. Promote a feedback-rich environment by training employees to give and receive constructive feedback. Encourage managers to initiate regular one-on-one meetings that focus on growth and development rather than just performance metrics. Implement 360-degree feedback tools that allow employees to gather insights from peers, subordinates, and supervisors. How to Implement: Establish a “feedback first” policy where employees are encouraged to seek feedback at every project milestone. Create anonymous feedback channels to ensure that everyone feels comfortable participating. 5. Incorporate Coaching into Daily Workflows Embedding coaching into daily workflows ensures that it becomes a natural, habitual part of the organisational culture. Small organisations, often constrained by limited time and resources, can integrate coaching moments into routine operations without disrupting productivity. This might involve incorporating short coaching check-ins during team meetings, using project debriefs as opportunities for reflection, or pairing team members for peer coaching. Micro-coaching—short, targeted coaching sessions—can address immediate challenges, promote learning, and reinforce key skills. By making coaching part of daily workflows, employees experience its benefits consistently, reinforcing the value of continuous development. Simple Idea: Integrate a “coaching question of the week” into team discussions. Encourage employees to reflect on it and apply the insights to their tasks. 6. Create Safe Spaces for Experimentation A coaching culture thrives in environments where employees feel safe to experiment, innovate, and take calculated risks without fear of failure. Psychological safety—the belief that one can express ideas and make mistakes without retribution—is critical to this process. By fostering an atmosphere of trust and openness, organisations unlock higher levels of creativity and engagement. Leaders can create safe spaces by normalising failure as part of the learning process. Encourage employees to share lessons learned from unsuccessful projects and celebrate these insights. Reinforce the idea that growth stems from experience, even when the outcomes are not ideal. Best Practice: Launch a “fail forward” initiative where teams present unsuccessful projects and discuss what they learned. Reward participation with recognition and small incentives. 7. Track Progress and Celebrate Growth Sustaining a coaching culture requires measuring progress and celebrating milestones. Tracking personal and professional development not only reinforces the importance of coaching but also provides tangible proof of growth. This boosts morale, encourages participation, and keeps momentum high. Develop personalised growth plans for employees that align with their career aspirations and organisational objectives. Use key performance indicators (KPIs) such as skill development, project success rates, and employee engagement metrics to assess progress. Quick Win: Create a “Coaching Spotlight” feature in company newsletters where employees share their coaching journey. Highlighting individual growth stories serves as inspiration and reinforces the value of coaching. Building for the Future By embedding these seven steps, small organisations can create a vibrant coaching culture that fuels employee satisfaction and drives sustainable growth. A coaching atmosphere doesn’t just benefit individuals—it enhances the entire organisation, leading to stronger performance 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

Maximising how you use internal communications can help improve business performance by engaging employees and enabling better decision-making. How To Improve Internal Communications Maximising how you use internal communications can help improve business performance by engaging employees and enabling better decision-making. Published on: 4 Mar 2021 How to Improve Internal Communications: A 5 Step Guide Maximising how you use internal communications can help improve business performance by engaging employees and enabling better decision-making. Effective internal business communications keep employees connected, well informed and feeling positive. Having a more engaged workforce should increase staff retention and boost employee loyalty. And there’s a benefit that is all too often overlooked: internal communications can be used to remind people that life should be fun — even in the workplace. Learning how to improve internal communications begins by deciding on who should be your internal communications ‘champions’ with responsibility for rolling out your messages. Next, agree on why you want to communicate: these are your objectives. Then confirm what information you need to share. Finally, identify the best ways to deliver that information so your communications are read, understood and remembered. Follow these five steps to improve employee communications for a better-informed workforce, where employees understand business goals and work better together as one team. 1. Who should be responsible for internal communications? Gaining buy-in for your communications at a Board or senior director level is essential for giving messages credibility from the top. These people will be your internal communications ‘champions’. A lack of time available to spend on developing and running internal communications could undermine efforts to communicate effectively with employees. So, you also need to consider carefully the mechanics of gathering and distributing information in a timely fashion. In its 2020 survey of internal communications specialists, software and advisory services provider Poppulo found that nearly two-thirds of those surveyed spent most of their time writing and sending content, compared with just 16% who spent the majority of their time on planning and strategy. Therefore, it could be more cost-effective to work with an outside agency to support your internal communications projects, so you spend less time feeling stressed and more time focusing on long-term strategies. Useful tips : Set up an editorial team with support from HR, marketing and senior management – along with representatives from every part of the business. An inclusive team with its finger on the pulse of the business should create more relevant and interesting communications Nominate an editor or author for communications, especially newsletters, to give a human face to what you say. This makes messages appear less formal and ensures employees know who to contact with ideas and feedback on what you communicate Create content lists for a year in advance to help you plan what you want to say and when to say it for maximum impact on readers 2. Why do you need internal communications? Internal communications should be an integral part of your business improvement activities. After all, the contribution that internal communications make to business performance through greater employee engagement is significant. A Gartner survey makes the connection between improving how employees feel and both increased employee engagement and positive company culture. The firm noted that greater engagement also leads to better staff retention. Research by Gallup shows that employees who feel engaged are 23 times more likely than disengaged colleagues to recommend their employer as a great place to work. In the current coronavirus crisis, setting out clear internal communication objectives that help you achieve your business goals has never been more important, especially around the issue of managing employee wellbeing. Internal communications objectives could include: Share important information quickly and accurately, especially difficult messages, to avoid misunderstandings Share company goals and reinforce them regularly to improve employees’ understanding of the business Improve employee engagement and productivity by sharing ideas and information on business processes Improve the employee experience, so people feel more engaged and loyal Bring people closer together, especially across different business departments and divisions Provide a channel for feedback and discussion about the business, so you make better-informed decisions 3. What are your internal communications stories? The content of internal communications is determined by the objectives you set. A staff newsletter, for example, is likely to encompass a broad range of topics that educate, motivate, inspire and incentivise their audience. Internal communications content could include: General company news and updates – where you are and where you’re going Longer-term strategic news covering company goals and updates on annual targets Details about individuals and teams, with profiles and ‘behind-the-scenes’ stories Reward, recognition and celebration stories, from incentive schemes and company milestones to honouring long servers and company stalwarts Fun and motivational stories about employees’ lives outside work Community stories covering business support for the communities where it operates Details of employee offers, discounts and incentives News on vacancies and training opportunities to help employees map out their career paths Feedback from employees on the business generally and what they want to read about in their internal communications Surveys and vox pop questions on topical business issues Coverage of your business in the local and national press 4. How to make internal communications content more engaging Effective communications combine words and images to maximise their impact and readability. Visual information can replace words, wherever appropriate, to help make stories easier for readers to digest. Visual communications company TechSmith estimates that using visual communications at the right time could significantly benefit business performance to the tune of more than $1,200 a year in productivity for every employee who consumes information as part of their role. The use of visual content is on the increase. A survey of visual content in marketing material by infographic template designer Venngage reported a 10.5% increase to 74% in content containing visuals between 2018 and 2019. Useful tips : Make communications more vibrant and readable with a blend of photos, images, graphics, videos, presentations, charts and visualised data Break up text with plenty of subheadings, quotes and eye-catching panels Choose your language carefully – set an informative and conversational tone of voice that chimes with your audience Involve readers by inviting comments and feedback, as well as including competitions, quizzes and other ways for them to join in the ‘conversation’ 5. What are the best ways to deliver internal communications? When and how you communicate with employees will determine how successful you are in getting your messages across. Too much, and people might ignore it, but you don’t want to leave them in the dark with infrequent contact. Although the timing of internal communications is crucial, Poppulo found that 45% of it was unplanned. A regular newsletter that rounds up key news is one way to ensure a steady flow of important information reaches staff in a timely way. The choice of delivery channels for internal communications is changing in the post-Covid-19 world. We are likely to see more employees working from home for at least some of the time. A survey of business decision-makers by workplace scheduling specialist Smartway2 found most people said they enjoyed the flexibility of working between their home and the office during the coronavirus pandemic, with just 2% wanting to return to the office full-time. So, for example, printed newsletters delivered to people’s home addresses could be a friendlier way to keep in touch with employees rather than adding messages to their email inboxes. Useful tips : Consider print, online or both. If staff don’t have easy access to a desktop or laptop during working hours then you don’t want them to feel isolated or left out of the communications loop Mobiles, tablets and smart devices are growing in popularity – commercially available apps dedicated to internal communications could provide a useful additional online channel Link newsletter content and delivery with other internal communications channels, including face-to-face (or virtual) events (such as all employee briefings, ‘townhalls’ and ‘coffee break’ meetings), so you provide a unified voice and consistent messaging Decide on the frequency of your communications. Not too much but too little. Summary of How to Improve Internal Communications 1. Decide who are your internal communications ‘champions’ 2. Agree why you need to communicate – set clear objectives that you want to achieve 3. Decide on the key stories and news you want to communicate 4. Make your content more engaging 5. Choose the best delivery channels for maximum readability 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

Struggling with too many disjointed business strategies and activities? Integrated business planning (IBP) can help you align your operations and strategy. What is Integrated Business Planning (IBP)? Struggling with too many disjointed business strategies and activities? Integrated business planning (IBP) can help you align your operations and strategy. Published on: 28 Dec 2023 Employee happiness surveys are not unlike employee engagement and staff satisfaction surveys , they would include the scope of these, but they are broader. An employee happiness survey recognises staff happiness is what matters most both to the employee and business. Happy staff will outperform unhappy staff many times over. It recognises that personal happiness is not just related to work but other areas of our life too. Integrated business planning enhances the effectiveness of a business operating system Integrated Business Planning (IBP) enhances a business operating system in several ways, primarily by aligning strategic objectives with operational execution, optimising resource allocation, and fostering cross-functional collaboration. Firstly, IBP facilitates the synchronisation of various departments and functions within an organisation, ensuring that activities are coordinated towards common goals. By integrating financial planning, sales forecasting, production scheduling, and supply chain management, IBP enables a cohesive approach to decision-making and resource allocation. Moreover, IBP promotes agility and responsiveness by providing real-time visibility into market trends, customer demand, and internal performance metrics. This enables organisations to adapt quickly to changing conditions, minimise disruptions, and capitalise on emerging opportunities. Furthermore, IBP enhances communication and collaboration across departments, breaking down silos and fostering a culture of transparency and accountability. By involving stakeholders from different areas of the business in the planning process, IBP ensures that decisions are well-informed and aligned with overarching strategic objectives. Overall, integrated business planning enhances the effectiveness of a business operating system by promoting alignment, agility, and collaboration, ultimately driving improved performance and sustainable growth. How to create an effective employee happiness survey Business benefits of an effective employee happiness survey include: Increased employee retention Improved business productivity Enhanced communication Increased business resilience Improved innovation and competitive advantage Increase employee engagement Improved profitability Many people look at a company’s social and environmental commitments Employees often want to be more involved in cutting carbon emissions and may feel their company isn’t doing enough. Many organisations set the target for emissions reduction, but not what practical measures are being taken to achieve it. Effective employee engagement is key to any organisation and a lack of clarity and clear communication of climate warming mitigation strategies can be distracting or demotivating for staff. Inspiring staff to act on climate change is both motivating for them and good for the bottom line. We are social animals, so we value our friendships at work Friendships at work can help increase employee engagement as well as personal, professional and business productivity. This makes work more enjoyable and rewarding, with employees more likely to want to go to work each day. If work is stressful or routine, friendships can help to overcome poor performance and low productivity. Staff are more likely to open up to a trusted friend about issues and problems at work. They are also more likely to deliver improved service levels and less likely to leave the company. Experts have suggested that work-based friendships can be the most impactful on our overall happiness – both at work and home. To achieve valuable friendships, companies need to create an environment where staff feel at ease to communicate and share ideas, thoughts and observations without fear of being judged and reprimanded. People should be able to come to work every day as themselves. Many believe that socialising and friendships are important for making progress in a company and advancing their careers. If social connections don’t exist, people may feel demotivated and want to leave, so employee turnover will increase and overall workplace happiness will decrease. However, you need to be aware of some dangers. Staff may want to avoid becoming too close with colleagues. Telling everybody about your domestic issues, hidden desires or long-term plans may be distracting to what you are all trying to achieve at work. And some people naturally have a more negative disposition than others, so confiding in people who negative could get you down. Somebody once said we become the five people that we spend most of our time with. Employees might not have a best friend at work but they should expect to have some strong personal relationships with colleagues. Feeling absorbed in the work we do can make us happier If you can lose track of time at work, then the chances are you’re doing something you enjoy and are good at, which should make you happier. We are spiritual beings after all – more than we are transactional consumers. So, find finding something that absorbs you and helps you identify your own spiritual being, what you’d get out of bed for, your passion, is important. Part of how we become more absorbed in our work is feeling that we have the autonomy to complete that work in the way we know best. Do staff feel listened to, do their opinions matter and are their suggestions valued and acted on? Transparency builds trust in an organisation Employees are going to feel happier if there is transparency in their organisation based on open, honest communication. If there isn’t, they may feel resentful and distrustful, perhaps holding back from fully engaging with the organisation. They might mirror this behaviour by holding back information themselves. Providing information in a timely way is key, including bad news, to minimise surprises. Holding interactive sessions with staff on a weekly, or another regular basis, helps people to feel involved, updated and engaged as part of a company team. Create a mindful workplace to improve workplace happiness Being mindful is being in the moment, being 100% present in the now. Like a child, in the present moment, with eternity before us. Many of us, though, spend most of our time thinking about the past or worrying about the future. Neither of which exists, there is only now. And there will only ever be now. So, experiencing the now is a good way to be calm, reduce stress and focus. Think about your vision, and your dream life periodically, but be in the now. Does the company acknowledge this? Does it give staff space to think, relax and be in the moment? They’ll be happier, more creative and engaged if they are. Employees need to feel recognised and valued for their work Feeling recognised, valued and rewarded for the work we do is important, not only to feel happy but also professionally and for the company’s bottom line, too. There are big benefits for workplace productivity, health and wellbeing, employee engagement and business profitability. Creativity will increase as staff know their ideas matter and it’s safe to express them. This creates a more positive working culture, staff are less likely to leave and your competitive advantage is enhanced. After all, competitive advantage for any business relies on its staff’s ideas, insights and effort. It will help to build a stronger, more resilient team. Most people leave their job not because of pay but because they didn’t feel engaged, respected or listened to. If the company feels like a team and they are an important part of it, they are less likely to leave and deliver higher service levels. Is work contributing toward your employees’ own life goals? As we spend so much time at work, we need to feel that our own life goals and our work, job or professional goals are aligned. Having these aligned with the company’s goals is also important. Since the Covid-19 pandemic, this has become a bigger concern with 65% of people in a Gartner survey saying they’d rethink how work should fit into their life. In this way, employees are working on something that they are both good at and like doing, something they may even feel passionate about. But if their life goal is to be on a stage in front of an audience, then working in an office may feel deeply unrewarding for them, even if they’re good at 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

Scopes 1, 2, and 3 carbon emissions categorise the different sources of greenhouse gas emissions within an organisation's operations and value chain. What are Scopes 1, 2 and 3 Carbon Emissions? Scopes 1, 2, and 3 carbon emissions categorise the different sources of greenhouse gas emissions within an organisation's operations and value chain. Published on: 20 Jun 2024 Improve your understanding of Scope 1, 2 and 3 carbon emissions and how they can be part of a business climate action strategy. Scope 1, Scope 2, and Scope 3 are categories used to classify carbon emissions associated with an organisation’s activities. These categories were established by the Greenhouse Gas (GHG) Protocol , which is a widely recognised standard for measuring and managing GHG emissions. Let’s look at each scope: Scope 1 emissions : These are direct emissions from sources that are owned or controlled by the organisation. It includes emissions from the combustion of fossil fuels on-site, such as those produced by company-owned vehicles, boilers, furnaces, or other equipment. Scope 1 emissions also encompass process emissions resulting from chemical reactions or other industrial processes. Businesses can focus on reducing their direct emissions from owned or controlled sources. This may involve implementing energy efficiency measures, transitioning to low-carbon fuels, optimising industrial processes, and investing in renewable energy on-site. By reducing scope 1 emissions, organisations can directly decrease their operational carbon footprint and demonstrate a commitment to sustainable practices. Scope 2 emissions: These are indirect emissions associated with the generation of purchased electricity, heat, or steam consumed by the organisation. They result from the production of energy by third-party entities, such as power plants. Scope 2 emissions are considered indirect because they occur off-site but are a consequence of the organisation’s activities. Addressing indirect emissions from purchased electricity, heat, or steam is crucial for a climate action strategy. Organisations can pursue strategies such as improving energy efficiency, procuring renewable energy, engaging in power purchase agreements (PPAs) , and supporting renewable energy projects through the purchase of energy attribute certificates. By reducing scope 2 emissions, organisations can significantly influence the decarbonisation of the energy sector and contribute to the overall transition to clean energy sources. Scope 3 emissions: These are all other indirect emissions that occur in the value chain of the organisation but are not included in Scope 2. Scope 3 emissions cover a broad range of activities that occur outside the organisation’s operational boundaries. This includes emissions from purchased goods and services, business travel, employee commuting, transportation and distribution, waste disposal, and more. Scope 3 emissions are often the largest and most challenging to measure since they involve complex supply chains and activities beyond the organisation’s immediate control. Scope 3 emissions often represent the largest portion of an organisation’s carbon footprint and are challenging to manage due to their indirect nature. However, including scope 3 emissions in a climate action strategy is essential for a comprehensive approach. Organisations can work closely with suppliers to optimise the supply chain, implement sustainable procurement practices, reduce transportation emissions, encourage sustainable commuting options, and promote circular economy principles. By addressing scope 3 emissions, organisations can influence emissions reduction throughout the value chain and drive positive change across industries. By categorising emissions into these scopes, organisations can assess their carbon footprint more comprehensively and develop strategies to reduce their impact on the environment. It also helps in identifying areas where emissions reductions can be achieved both within the organisation and throughout the value chain to help create green growth. Who defines Scope 1, 2 and 3 emissions? The concept of Scope 1, Scope 2, and Scope 3 emissions was introduced and defined by the Greenhouse Gas (GHG) Protoco l, a widely recognised and internationally accepted standard developed by the World Resources Institute (WRI) and the World Business Council for Sustainable Development (WBCSD) . The GHG Protocol provides guidelines for organisations to measure and manage their greenhouse gas emissions. The GHG Protocol’s Corporate Standard, which was first published in 2001 and has been revised and updated since then, outlines the definitions and methodologies for classifying emissions into these three scopes. The standard was developed through a multi-stakeholder process involving businesses, NGOs, governments, and experts in the field of greenhouse gas accounting and reporting. The GHG Protocol’s Corporate Standard has gained widespread adoption and is used by organisations worldwide to measure and report their carbon emissions. Many sustainability reporting frameworks and initiatives, such as the Carbon Disclosure Project (CDP) and the Science-Based Targets initiative (SBTi) , also reference and align with the GHG Protocol’s definitions and methodologies for scope classification. It’s important to note that while the GHG Protocol provides a standardised framework, organisations may have some flexibility in how they implement and report their emissions based on their specific circumstances and reporting requirements. How can your business identify Scope 1 emissions? To identify its Scope 1 emissions, your business can follow these steps: Identify emission sources: Determine the sources within the organisation that directly emit greenhouse gases. This can include combustion of fossil fuels, such as those used in company-owned vehicles, on-site boilers, furnaces, or other equipment. It also encompasses process emissions resulting from chemical reactions or industrial processes. Gather data: Collect relevant data on fuel consumption, energy use, and other activities that generate emissions. This may involve reviewing utility bills, fuel invoices, or other records that provide information about the types and quantities of fuels consumed on-site. Calculate emissions: Calculate the emissions associated with each identified emission source. This typically involves multiplying the fuel consumption data by the corresponding emission factors. Emission factors represent the amount of greenhouse gas emissions produced per unit of fuel burned or process activity. Convert emissions to CO2 equivalent: Convert the emissions of different greenhouse gases (such as carbon dioxide, methane, and nitrous oxide) into carbon dioxide equivalent (CO2e) using their respective global warming potentials (GWP). This step allows for a standardised comparison and aggregation of different greenhouse gases. Summarise and report: Summarise the calculated emissions for each emission source and compile them to obtain the total Scope 1 emissions for the organisation. This information can be reported in metric tons of CO2e or other relevant units. It’s important to ensure data accuracy by using reliable sources and methodologies for emission factor calculations. Engaging with experts, sustainability consultants, or utilising emission calculation tools and software can assist in streamlining the process and ensuring accurate results. Regular monitoring and updating of Scope 1 emissions data is essential for tracking progress, setting reduction targets, and implementing effective emission reduction strategies. How can your business identify its Scope 2 emissions? Obtain energy consumption data: Gather data on the organisation’s energy consumption, including purchased electricity, heat, or steam. This can typically be obtained from utility bills, energy invoices, or energy monitoring systems. Determine electricity sources: Identify the sources of electricity that the organisation purchases. This may include the grid mix, which can consist of a combination of fossil fuel-based generation (e.g., coal, natural gas) and renewable energy sources (e.g., solar, wind, hydro). It’s important to consider the specific characteristics of the electricity sources to accurately determine the emissions associated with the purchased energy. Gather emission factors: Obtain emission factors associated with the electricity sources. These emission factors represent the amount of greenhouse gas emissions produced per unit of electricity consumed. They can be obtained from publicly available data sources, such as government agencies or industry databases, or from electricity suppliers if they provide emission disclosure information. Calculate emissions: Multiply the energy consumption data by the corresponding emission factors to calculate the emissions associated with the purchased electricity, heat, or steam. This step converts the energy consumption into carbon dioxide equivalent (CO2e) emissions, allowing for standardised comparison and aggregation of different greenhouse gases. Summarise and report: Summarise the calculated emissions from purchased energy sources and compile them to obtain the total Scope 2 emissions for the organisation. This information can be reported in metric tons of CO2e or other relevant units. It’s important to ensure data accuracy by using reliable sources for both energy consumption and emission factors. Collaborating with utility companies, engaging with energy consultants, or utilising emission calculation tools and software can assist in streamlining the process and ensuring accurate results. Regular monitoring and updating of Scope 2 emissions data is essential for tracking progress, setting reduction targets, and implementing effective strategies to reduce the organisation’s indirect emissions. How can your business identify its Scope 3 emissions? Identifying Scope 3 emissions can be a complex task due to the variety of activities and stakeholders involved. Here are steps your business can take to identify its Scope 3 emissions: Define the boundaries: Determine the scope and boundaries of the assessment. This involves identifying which activities and emissions sources within the value chain will be included. Considerations should be made for the materiality of the emissions sources and the organisation’s ability to influence them. Categorise emission sources: Scope 3 emissions can be classified into different categories, such as purchased goods and services, business travel, employee commuting, transportation and distribution, waste disposal, and others. Identify the relevant emission sources within each category based on the organisation’s operations and value chain. Engage stakeholders: Collaborate with suppliers, customers, and other relevant stakeholders to gather data on their emissions or activities that contribute to the organisation’s value chain. This can involve surveys, questionnaires, or data sharing agreements to collect information on suppliers’ emissions or customers’ use and disposal of the organisation’s products. Establish data collection methods: Determine the most appropriate methods for collecting data from stakeholders. This can range from direct surveys and questionnaires to utilising industry databases, third-party certifications, or sector-specific reporting frameworks. Encourage transparency and cooperation from stakeholders to ensure accurate data collection. Calculate emissions: Once the data is collected, calculate the emissions associated with each identified source within the different Scope 3 categories. This may involve using emission factors, economic input-output models, or other calculation methodologies suitable for each emission source. Summarise and report: Summarise the calculated emissions for each Scope 3 category and compile them to obtain the total Scope 3 emissions for the organisation. This information can be reported in metric tons of CO2e or other relevant units. It’s important to note that the level of detail and accuracy of Scope 3 emissions calculations may vary depending on the availability and quality of data. Collaboration with stakeholders, including suppliers and customers, can help improve data accuracy and provide insights for emission reduction opportunities throughout the value chain. Regularly monitoring and updating Scope 3 emissions data is crucial for understanding the organisation’s carbon footprint, identifying hotspots, and implementing effective strategies to reduce emissions in collaboration with stakeholders. How can Scope 1 emissions be reduced? Reducing scope 1 emissions involves taking measures to minimise or eliminate the direct emissions from sources that are owned or controlled by an organisation. Here are some strategies that can be implemented to reduce scope 1 emissions: Energy efficiency: Improving the energy efficiency of equipment and processes can reduce fuel consumption and associated emissions. This can be achieved through measures such as equipment upgrades, optimising operations, and implementing energy management systems. Transition to low-carbon fuels: Shifting from high-carbon fossil fuels to low-carbon alternatives can significantly reduce scope 1 emissions. This may involve using cleaner fuels like natural gas instead of coal or adopting renewable energy sources like solar or wind power. Process optimisation: Analysing and optimising industrial processes can help identify opportunities to reduce emissions. This can involve optimising combustion processes, improving waste management practices, and implementing technologies that minimise emissions during chemical reactions or manufacturing processes. Fuel switching: In sectors that rely heavily on combustion, such as transportation or heating, switching to cleaner fuels or alternative technologies can be effective. For example, transitioning from gasoline or diesel-powered vehicles to electric vehicles can eliminate tailpipe emissions. Carbon capture and storage (CCS): Implementing CCS technologies can capture and store carbon dioxide emissions from industrial processes or power generation. This can help mitigate scope 1 emissions by preventing them from being released into the atmosphere. On-site renewable energy generation: Installing renewable energy systems, such as solar panels or wind turbines, on-site can help reduce reliance on fossil fuel-based electricity and lower scope 1 emissions. Maintenance and leak detection: Regular maintenance and monitoring of equipment, such as boilers or pipelines, can prevent leaks and minimise emissions of gases like methane, which is a potent greenhouse gas. It’s important for organisations to conduct a thorough assessment of their operations, identify emission sources, set reduction targets, and develop an action plan tailored to their specific circumstances. Engagement of employees in sustainability initiatives can also contribute to successful emission reduction efforts. How can Scope 2 emissions be reduced? Reducing scope 2 emissions involves taking measures to minimise or eliminate the indirect emissions associated with the generation of purchased electricity, heat, or steam consumed by an organisation. Here are some strategies that can be implemented to reduce scope 2 emissions: Energy efficiency and conservation: Improving energy efficiency within the organisation can directly reduce electricity consumption and, consequently, scope 2 emissions. This can be achieved through initiatives such as upgrading to energy-efficient equipment, implementing energy management systems, and promoting energy conservation practices among employees. Renewable energy procurement: Transitioning to renewable energy sources is an effective way to reduce scope 2 emissions. Organisations can explore options for procuring renewable energy directly from providers or by investing in on-site renewable energy systems like solar panels or wind turbines. Power purchase agreements (PPAs): Entering into long-term power purchase agreements with renewable energy developers can provide organisations with a stable and predictable supply of renewable energy, helping to reduce reliance on grid-supplied electricity. Energy attribute certificates (EACs): Purchasing renewable energy certificates or guarantees of origin, such as Renewable Energy Certificates (RECs) or Guarantees of Origin (GOs), allows organisations to claim and track the environmental attributes of renewable energy generation. By buying EACs equivalent to their electricity consumption, organisations can support renewable energy projects and reduce scope 2 emissions. Green tariffs and utility programs: Many electricity suppliers offer green energy tariffs or programs that allow customers to source a higher percentage of their electricity from renewable sources. Organisations can opt for these programs to ensure a greener energy mix and reduce scope 2 emissions. Combined Heat and Power (CHP) systems: Implementing CHP systems, also known as cogeneration, can simultaneously generate electricity and useful heat from a single fuel source. This can increase overall energy efficiency and reduce scope 2 emissions. Energy management and monitoring: Implementing energy management systems and conducting regular energy audits can help identify areas of inefficiency and guide efforts to optimise energy use and reduce scope 2 emissions. It’s important for organisations to assess their energy consumption, understand the sources of electricity, set reduction targets, and develop a comprehensive energy strategy that aligns with their sustainability goals. Collaboration with electricity suppliers, engaging employees, and tracking progress through transparent reporting can enhance the effectiveness of scope 2 emission reduction efforts. How can Scope 3 emissions be reduced? Reducing scope 3 emissions involves addressing the indirect emissions that occur in an organisation’s value chain, including emissions from purchased goods and services, business travel, employee commuting, transportation and distribution, waste disposal, and more. Given the complexity and variety of scope 3 emissions, here are some strategies that can be implemented to reduce them: Supply chain optimisation: Collaborate with suppliers to identify opportunities for emissions reductions throughout the supply chain. This can include sourcing materials and components from low-carbon suppliers, encouraging sustainable practices, and promoting the use of environmentally friendly transportation methods. Sustainable procurement: Implement sustainable procurement practices by considering the environmental impact of purchased goods and services. This can involve choosing suppliers with strong sustainability credentials, favouring products with lower carbon footprints, and selecting materials that are recyclable or made from renewable resources. Transportation and logistics: Optimise transportation and distribution networks to minimise emissions. This can be achieved through route optimisation, consolidation of shipments, using more efficient vehicles, and exploring alternative transportation methods like rail or sea freight, which have lower emissions compared to air freight. Employee commuting: Encourage sustainable commuting options for employees, such as carpooling, public transportation, cycling, or telecommuting. Providing incentives or supporting infrastructure for these alternatives can help reduce emissions from employee commuting. Business travel: Promote virtual meetings and teleconferencing as alternatives to business travel whenever possible. When travel is necessary, encourage the use of more fuel-efficient modes of transportation and consider offsetting the emissions through carbon offset programs. Waste management: Implement waste reduction and recycling programs to minimise waste sent to landfills. Encourage suppliers to adopt sustainable packaging practices and explore options for composting or using anaerobic digestion for organic waste. Product use and end-of-life: Design products with a focus on energy efficiency, durability, and recyclability. Provide guidance to customers on the efficient use and maintenance of products to maximise their lifespan. Implement take-back programs or partnerships for the responsible disposal or recycling of products at the end of their life cycle. Collaborative initiatives: Engage in industry collaborations, such as sector-specific sustainability initiatives or certification programs, to share best practices and drive collective action on reducing scope 3 emissions. Organisations should conduct a thorough assessment of their value chain, identify high-impact areas, set reduction targets, and collaborate with stakeholders to implement these strategies effectively. Transparency and reporting on scope 3 emissions can also contribute to driving positive change throughout the value chain. 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

Explore how organisational behaviour and culture drive high-performance outcomes. Learn how aligning culture with strategy, leadership, and structure can transform your business. Unlocking Organisational Behaviour: The Culture Behind High-Performance Discover the key role of culture in shaping organisational behaviour and unlocking your company's full potential for success. Published on: 20 Feb 2025 Organisational behaviour is the backbone of every successful business. It shapes how employees interact, how work gets done, and, ultimately, how a company performs. When aligned with a company's values, goals, and strategy, organisational behaviour can lead to exceptional results. But when misaligned, it can create roadblocks, inefficiencies, and even undermine success. Here’s a deep dive into how understanding and actively managing organisational behaviour can transform your company’s culture, structure, performance, and overall success. How Organisational Culture Shapes Customer Relationships Through CRM A company’s internal culture doesn’t just impact employees—it directly affects how customers experience the business. High-performance organisations understand that customer satisfaction begins with engaged and motivated teams. This is where Customer Relationship Management (CRM) plays a crucial role in aligning internal behaviours with customer expectations. 1. CRM as a Bridge Between Employees and Customers Strong organisational culture promotes collaboration, communication, and accountability. A well-implemented CRM system reinforces these values by providing teams with shared access to customer data, interactions, and history—ensuring everyone is on the same page. When employees can easily access relevant customer insights, they deliver consistent, high-quality service, strengthening relationships and trust. 2. Data-Driven Customer Insights for Better Decision-Making High-performance cultures rely on informed decision-making. CRM tools turn customer interactions into actionable insights, helping teams understand preferences, pain points, and opportunities. When employees have a 360-degree view of the customer, they can personalise interactions, anticipate needs, and provide a seamless experience. 3. CRM Reinforces Accountability in Service Delivery One key trait of high-performance cultures is accountability. CRM systems ensure that customer commitments aren’t forgotten—tasks, follow-ups, and service requests are tracked and assigned, preventing gaps in communication. This structure fosters proactive problem-solving rather than reactive customer service. 4. Culture-Driven CRM Adoption For CRM to work effectively, it must align with the company’s culture. When leadership champions customer-centric behaviours, employees are more likely to embrace CRM tools as a means of improving relationships rather than as extra admin work. A culture that values efficiency, transparency, and customer success will naturally leverage CRM as a tool for continuous improvement. The Bottom Line: Culture and CRM Go Hand in Hand A high-performance culture isn’t just about internal efficiency—it’s about creating a seamless, engaging experience for both employees and customers. CRM acts as the connective tissue between the two, ensuring that organisational values translate into real-world customer satisfaction. 1. Organisational Design and the Role of Behaviour Organisational design is more than just structure—it's the framework that drives how work flows, how decisions are made, and how people interact. When your organisation's design aligns with the behaviours you want to create, you create an environment where individuals can thrive, innovate, and contribute to company goals. The right organisational design , whether hierarchical, matrix, or flat, affects the behaviours that emerge. A well-structured organisation promotes efficient communication, clear decision-making, and collaboration. Conversely, a poorly designed organisation can lead to confusion, inefficiency, and frustration among employees. To maximise the effectiveness of your organisational structure, ensure it is built around the behaviours you want to see in your team. A clear alignment between design and desired behaviours is essential for success. 2. Culture and Behaviour: Two Sides of the Same Coin Culture isn’t just about having a set of values plastered on the wall; it’s about the behaviours that are encouraged, recognised, and rewarded every day. Organisational culture forms when employees start to embody the company’s core values in their actions. The culture that emerges will either drive success or sabotage it, depending on whether the behaviours align with the business's strategic goals. Building and maintaining a positive organisational culture requires intentional efforts. It involves defining the key behaviours that will support the company’s vision and ensuring that they are consistently practiced at every level of the organisation. Culture is lived through behaviours. To maintain a healthy culture, focus on the specific behaviours that embody the company’s values, from leadership down to everyday practices. 3. Leadership’s Role in Shaping Behaviour Leaders are the stewards of organisational culture and behaviours. Their actions, decisions, and communication set the tone for the rest of the organisation. Leadership modelling is critical—when leaders demonstrate the behaviours they want to see, they create a ripple effect that spreads throughout the entire company. However, leadership isn’t just about showing the right behaviours; it’s also about holding others accountable for them. Leadership should reinforce and sustain positive behaviours through recognition, rewards, and constructive feedback. Leadership is the most powerful force in shaping organisational behaviour. By modelling desired behaviours and providing ongoing feedback, leaders can drive a culture of high performance. 4. Aligning Strategy, Structure, and Behaviour for Business Performance Organisational behaviours must be aligned with your business strategy and goals to ensure that your team works efficiently toward the same objectives. When culture, strategy, and behaviour are misaligned, confusion and inefficiency prevail. For instance, if a company’s strategy is focused on innovation, but the behaviours being rewarded are traditional and risk-averse, the organisation will struggle to reach its goals. Aligning your organisation’s strategy with the right behavioural traits—such as collaboration, innovation, and customer-centricity—can significantly enhance your chances of success. This requires constant evaluation and adjustment of both strategy and culture to ensure they remain in sync. To drive business performance, ensure that your organisational behaviours support and align with your strategic goals. This coherence boosts efficiency, effectiveness, and long-term success. 5. Measuring and Sustaining Behavioural Change As your organisation grows and evolves, so must the behaviours that drive its success. Tracking and measuring behavioural change is crucial for ensuring that your culture remains aligned with your goals. Regular assessments—such as surveys, feedback sessions, and performance reviews—can help you track how well behaviours are aligning with company values and identify areas for improvement. Sustaining behavioural change requires ongoing commitment and reinforcement. Creating systems for regular feedback, celebrating successes, and addressing challenges as they arise will help ensure that desired behaviours become embedded in the organisation over time. Continuously assess and measure behaviours to ensure alignment with organisational goals. Using feedback and reinforcement strategies will help sustain positive change in the long run. Organisational Behaviour as a Driver of Success Organisational behaviours are the daily actions that drive your company's culture and performance. By aligning your structure, culture, leadership, and strategy with the behaviours that matter most, you can set your organisation up for sustainable success. The key is to actively manage and shape these behaviours, from leadership to everyday practices, and consistently assess whether they are contributing to your business goals. In a world of constant change, understanding and influencing organisational behaviour will give your company a competitive edge, helping you attract the best talent, improve performance, and drive 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

Bad customer service can cost your business more than just than one customer. Learn how to improve customer service experience. How to Improve Customer Service Experience Bad customer service can cost your business more than just than one customer. Learn how to improve customer service experience. Published on: 24 Feb 2022 Delivering an exceptional customer service experience is everything. In fact, 95% of customers say it’s a factor in their choice of brand and ongoing loyalty and consumers are willing to pay 17% more for companies that have excellent service. But what happens when companies are unable to deliver excellent customer service? Worse still, what’s the cost of bad customer service and more importantly, how do you fix it? We’ll be looking at all this and more, including: What is bad customer service? What’s the cost of bad customer service? Bad customer service examples How to fix bad customer service What is bad customer service? Bad customer service can cover many different aspects of a customer experience, but ultimately, bad customer service is best defined as when a customer feels their expectations weren’t met . The most common issues include things like long wait times, too much automation or having to repeat themselves a lot. All issues we’re sure you yourself have experienced. There are different customer service expectations for different brands. We don’t expect the same speedy delivery from a seller of bespoke handmade items as we do from a seller on Amazon. But when we fail to meet these expectations, we deliver a poor customer service experience for customers. What’s the cost of bad customer service? When all’s said and done, bad customer service costs the UK a staggering £37 billion a year . For individual businesses the picture is just as bleak. Poor customer service increases customer churn considerably. Around 50% of customers will switch to a competitor after a single bad customer service experience. The math here should be obvious. For companies delivering poor customer service, they’re potentially losing out on half their repeat customers. Not only are they losing out on these customers, but they’re losing out on the friends and relatives of these customers through valuable word of mouth marketing. It’s estimated that a customer will tell 9 people about a positive experience with a brand, but they’ll tell 16 people about a negative experience. In a world where more than ever we value reviews and word of mouth marketing, this means the real cost of bad customer service extends far beyond customer churn. Companies with bad customer service reduce their profitability by reducing customer lifetime value and making it harder to acquire new customers. Bad reputation Joan Jett might not give a damn, but you should. Overall, bad customer service damages your brand authority and reputation. Think about the last time you bought from a company you hadn’t heard of. Chances are you looked up reviews on their social media, on Google My Business or on TrustPilot. If they were bad, did you still go ahead and use the company or did you opt for another? It’s much easier to gain a bad reputation than a good one. Customers are so much more likely to leave a bad review about a business than a good one. This means the odds are stacked against businesses in the first place. One bad customer service experience probably has more significance to your brand than 10 good customer service experiences. More than ever, brands are being held accountable for their actions, customer service is no exception to this rule. Kill the lead Even when customers ignore the bad press online or what their friends have heard about a business and do take the risk, bad customer service can still kill the lead. We’re talking about simple things like failing to call back, slow response times or not having enough training on products to answer queries. It’s all super frustrating and makes customers likely to jump ship. Employee churn That churn we talked about above isn’t exclusive to customers. The consequences of bad customer service seep into every aspect of a business. Chances are if your company is going through a bad phase where customers are unhappy, profitability is low and productivity is dampened by endless service calls and complaints, your best employees will leave for greener pastures too. After all, they’ll be the ones dealing with cleaning up the mess of bad customer service all the time. Too much of this will lead to them feeling overworked and burned out. It’s only natural to want to go somewhere the stress levels aren’t so high. Profitability drain All of the above essentially creates a vicious circle that wreaks havoc on your profitability. You’re losing out on new customers and repeat customers because of your bad reputation. This reduces your profitability, so you’re forced to either start cutting costs or pumping money into marketing campaigns to plug the gap. If you cut costs, this puts more strain on your current staff. They’re struggling with their workloads and the standard of customer service plummets further. Your best staff leave because they’re tired from all the stress. You spend more money recruiting and training new staff. It feels like the costs keep on piling up. On the other hand, you might pump money into marketing. It might bring some leads in, but because of the bad customer service, the problems aren’t actually fixed. It’s a temporary solution because you still haven’t fixed the internal problems you needed to. Using CRM to improve customer experience A well-implemented Customer Relationship Management (CRM) system takes the guesswork out of managing customer interactions, ensuring no lead, complaint, or opportunity falls through the cracks. When businesses rely on scattered spreadsheets, outdated records, or memory-based follow-ups, customers experience delays, miscommunication, and frustration. CRM systems streamline customer interactions by centralising data, tracking communication history, and automating key touchpoints. This ensures customers receive timely responses, personalised service, and consistent engagement. For example, an effective CRM can notify teams when a follow-up is due, highlight a customer’s past purchases to offer relevant recommendations, and flag unresolved issues to prevent escalation. Beyond improving efficiency, CRM creates trust. When customers feel recognised and valued—whether through a proactive check-in, a personalised offer, or quick resolution of a problem—they’re more likely to remain loyal and advocate for the business. In contrast, businesses without a structured approach risk delivering disjointed service, which leads to customer churn. By integrating CRM into your workflows , you can move from reactive customer service to a proactive, high-performance approach—turning every interaction into an opportunity to strengthen relationships and drive sustainable growth. How to improve the customer service experience As we said above, there’s no one size fits all when it comes to bad customer service. Different industries will have different expectations. This said, there are some commonalities between companies with a reputation for poor customer service, just as the companies who deliver great customer service share things in common. For example, in Which’s best and worst brands for customer service report, three of the worst brands for customer service failed to handle complaints properly. It should come as a surprise to absolutely no one that Ryanair featured dead last out of 100, where customers described them as ‘greedy’ and ‘sneaky’. Similarly, ranked at 95, Virgin Media was also described as greedy. What this suggests is a failure to present a customer-centric service experience, instead being driven by profit. It’s a similar story for BT and Scottish Power, ranked at number 98 and 99 respectively, where customers stated they didn’t feel valued and that staff members were aloof. All this to say, fixing bad customer service isn’t a mystery. It’s actually pretty simple if businesses make it a priority. We’ll look at some common scenarios highlighted by unhappy customers and how to fix them. Being on hold too long Being left on hold has got to be one of the most frustrating customer service issues. Even a few minutes can wind up the calmest of customers. The fix is simple… get your queue times down. You can do this through ensuring you have the right amount of staff, especially during peak times, as well as implementing better call handling and management. Transfer, Transfer, Transfer Right up there after being on hold too long is getting bounced from agent to agent. Worse yet, if a company has managed to keep you on hold for ages and then bounces you around after! The solution here is simple. Agents should know where to direct customers to after listening to whatever the query or complaint may be. Keep staff up to date with training on call handling to avoid this. Repetition Let’s look at a worse case scenario. A customer has been on hold for ages. They finally got through and explained their problem. They’ve been transferred to another agent who can help them… who then asks what the problem is again. It’s poor phone skills and It’s enough to make anyone scream. Customers don’t like repeating themselves over and over. It makes them feel like companies aren’t listening. To fix this, make sure your agents are actively listening and taking notes. But also ensure they’re sharing information with other agents involved in the call to avoid the customer having to repeat themselves. This should all be part of your standard call handling technique. Negative vibes The right tone and language makes a huge impact on your customer service standards. Calling up a company to be greeted by someone who sounds fed up, apathetic or stressed out is a surefire way to create a bad customer service experience. Similar, agents answering queries by saying “they don’t know” and not offering any solution beyond this are hardly going to inspire confidence and trust in your brand. Fixing this issue is all to do with giving your staff the training and support they need. The training aspect here is obvious, but it should also be regularly refreshed to make sure your staff remain at their best. On top of training though, you should be ensuring your staff are able to get into a positive headspace. If they’re overworked and stressed out, of course they’ll find achieving this that much harder. Improving employee well-being and conditions can make a huge difference to customer service. Lack of empathy Customers expect call handlers to be human. Not robotic, monotone cogs in a giant corporation. When something has gone wrong, it’s only human to want some understanding. In fact, most customers aren’t even looking for agents to apologise – they realistically know it isn’t their fault – they just want someone to empathise with them and help. If your call advisors are failing to do this, you’ll be delivering poor customer service. Again, to fix this, you should be offering regular training for your employees to improve these customer service skills. You should also ensure your employees actually have the time and resources to effectively help customers, as opposed to being limited to reading from a script with minimal autonomy. Have you checked our website? We get it, you’ve created an amazing FAQs section to solve lots of common issues you get queries about. That’s great. But asking or telling your customers to use the website instead is a bad customer service experience. Chances are, they either checked the website already or they wanted to speak to a human anyway. In either situation, directing them to the website is unhelpful. This practice has become more and more common as companies value tracking call metrics like call length. While there is some value in it, some calls simply can’t be dealt with in such a small amount of time and the quality of customer service suffers. You should be encouraging and empowering your staff to be helpful every time, no matter the query. Individual call agents Everyone has bad days. We’re only human. However, it’s equally true that every job isn’t suited to every person. Sometimes this lack of compatibility or lack of customer service skills comes across as rudeness or an attitude and ultimately leaves a negative impression of your company. It’s so important to keep an eye on how individual agents are performing and offer training, support and rewards where needed. You can achieve this with individual call handler metrics and scorecards to gauge their performance, their strengths and their weaknesses. Poor online presence Social media has become an invaluable tool for businesses over the past decade, but it’s come with its own new challenges. Staying up to date with social media messages, comments and more helps prevent bad customer service experiences. A lot of businesses are missing the mark on this entirely, either through a lack of staffing or a lack of omnichannel customer service strategy. For the best customer service, you need both elements. Similarly, online reviews have become another thing for businesses to contend with. As we mentioned above, you’re far more likely to receive a negative review than a positive review. But the issues don’t end there. How do you deal with them? What do you say? Many businesses make the mistake of responding with some unpersonalised, uncaring stock response, or worst yet replying with an unprofessional attack. Neither help your business. Your online reviews, both negative and positive, should be responded to with a personal and human touch. For negative ones especially, you should be taking the time to resolve the issues and attempt a service recovery wherever possible. Incompetent automation Automation is something we’ve all accepted as a normal part of the customer service experience. Whether that’s in IVR systems or chatbots, they’ve definitely become the norm and for the most part, that’s fine. However, issues arise when automation causes more issues than it solves. This could be in the form of hugely lengthy IVR systems where customers have to enter too much information, especially when they have to repeat it all to the agent anyway. It could also be in the form of chatbots who aren’t intelligent enough and provide no value to customers, instead they actively frustrate them. To fix this, you need to ensure your business is reviewing the customer experience regularly and implementing the best automation technologies. 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

Proactive customer service helps companies out-innovate and out-perform the competition, increasing business growth and profitability. Learn more today. What is Proactive Customer Service? Proactive customer service helps companies out-innovate and out-perform the competition, increasing business growth and profitability. Published on: 29 Apr 2021 Proactive Customer Service Definition “Also known as proactive customer support, proactive customer service involves going out of your way to improve a customer experience. Businesses who use proactive customer service help customers by anticipating their needs before customers feel the need to contact the company.” As you can imagine there are lots of ways businesses can implement proactive customer service. Customer satisfaction surveys can help. It could be by introducing a new product, improving a service or changing a process completely to name just a few examples. Whatever the solution is, all businesses who implement proactive customer service have one thing in common — they resolve customer issues before they occur . They achieve this by anticipating customer needs, pains and desires and taking action to resolve whatever it is as soon as possible. All of this improves the customer experience. The opposite to proactive customer service is the example we used in the introduction. This is reactive customer service. Proactive Customer Service Vs. Reactive Customer Service Reactive customer service is the far more common type of customer service we see in businesses across the UK. We’re not here to slate reactive customer service. There is absolutely a time and a place for it. It’s almost impossible to anticipate all customer issues, needs and desires. This said, companies tend to lean too heavily on reactive customer service with proactive customer service left on the backburner. If companies dedicated more time and resources into proactive customer service, employees would have more time to dedicate to helping the business grow through chasing leads, as opposed to being bogged down with reactive issues. A good way to understand the two is with a simple analogy. Let’s think about our garden. We put weed killer down to stop them cropping up as regularly. That’s our proactive customer service. Weed killer doesn’t stop all weeds from coming up though, so we also need to go round and deal with the weeds that do come up. This is reactive customer service. I think we can all agree we’d rather deal with less weeds in the garden and spend more time growing new plants! Using both customer service approaches together can help businesses spend less time on reactive customer service and more time on growing their business. Proactive Customer Service Benefits There are so many great benefits of implementing proactive customer service for your business. They’re as follows: Free Up Your Team We touched on this above, but it’s worth expanding on. How much of your team’s day is taken up with service calls? By this we mean calls about queries or issues that could have been easily resolved at a point before the customer contacted you. We’d guess the answer is quite a lot! From the companies we’ve worked with, most of them spend around 50% of their day on service calls. Now think how much time your team would have to spend on more productive tasks if you halved the amount of service calls. It’s a complete game changer for business productivity. Boost Brand Authority Brand authority is so important for companies in an increasingly digital landscape. It’s vital for both the acquisition and retention of customers. Getting it right is the difference between you and the next competitor. Improve Retention Rates Intrinsically related to the above, boosting brand authority can help improve your retention rates by creating loyal customers . Loyal customers are better for business, costing a fraction of the price new customers cost to acquire. More Reviews Think about it — when was the last time a company really ‘wowed’ you? We bet when they did, you probably left them a review. Just like customers are more inclined to leave negative reviews for poor experiences, customers are more inclined to leave positive reviews for seamless experiences . Because you’re delivering a better service through a proactive support, your reviews should increase. Create Advocates Word of mouth marketing is still a valuable tool even in the digital commerce realm. In fact, word of mouth marketing drives $6 trillion of annual consumer spending in America, accounting for 13% of consumer sales. It’s importance cannot be overstated. Customers who have an outstanding experience with your brand are more likely to recommend your business to a friend, colleague or family member. How to Implement Proactive Customer Service Ideas We can guess what you’re thinking. “ As if my customer service team don’t have enough to do already! There’s no way I’ll find the time .” Fortunately, implementing proactive customer service ideas isn’t as hard as you might think it is. In fact, you’re probably doing some of it already! You need to do three main factors involving in implementing a proactive customer service strategy: Be available Help customers help themselves Know your customers You should have more than just a contact us form on your site to be available to your customers. You should be available across many different channels and actually monitor these channels. This includes phone, email and social media. Customers can then choose the channel most convenient to them. You should also empower your customers to help themselves. This can be through improving your customer experience with great content. Not content written solely for SEO, but content that actually helps your customers resolve common queries or issues to do with your product or service. Of course, without knowing your customers all of this is futile. You can’t anticipate what your customer’s needs and wants are if you don’t have a clue who your customers are. These three foundations help you lay the foundations for your proactive support approach, but we’ll give you a few more proactive customer service ideas to try to add to your strategy to build on these foundations. Proactive Customer Service Strategies There’s lots of strategies you can implement to deliver more proactive customer service. Try these. Ask For Feedback Very obvious, but very helpful — the best way to figure out how your customers think you could improve is by asking them. You can do this in many different ways. You could add feedback surveys to your customer journey, ask for reviews, ask for feedback on your site or kick it old school and pick up a phone to ask. Companies who do this can identify areas of weakness before they become an issue and cause unhappy customers. Monitor Mentions Do you pay attention to what’s being said about your business online — both the good and the bad? Good mentions feel great, but negative mentions should be seen as an opportunity , not a slight. Reach out to any negative mentions to get to the root of the problem so you can make sure it never happens again. There’s also opportunity in the positive interactions. Many brands are killing it on twitter with positive and fun interactions with customers instead of getting bogged down in reactive tweets from upset customers only. Reward Customers So many companies claim to value their customers, but don’t do anything to show it. They’re too focused on chasing down the new customer. Show your loyal customers you value them by rewarding them with exclusive offers and deals. Alongside outstanding customer service, it’s one of the best strategies to build loyalty. This doesn’t have to be as simple as offering a percentage off on their next purchase. You can send out personalised emails recommending products related to their previous purchases. This could be to remind them a subscription is running out or giving them the heads up on an exclusive sale of products you know they love, as well as many other ideas. Admit Mistakes Honesty is a virtue in life and business. Don’t let customers discover a problem on their own. If you’re aware of a problem, proactively reach out to inform customers. Anytime you identify a problem that will affect your customer experience, you should be reaching out to let them know, as well as letting them know what you’re doing to fix it and how long it’ll take. Amazon is a great example of this. As we all know, their entire service revolves around the fastest delivery possible. So when they have delivery issues or delays, Amazon will reach out to the customer to let them know when the new delivery date will be. For prime subscribers, they’ll also often credit them with a month free subscription to make up for the inconvenience — all before the customer has even realised there’s a problem! It’s an outstanding proactive customer service example that shows why Amazon is the king of eCommerce. Create Content Have you ever had to call up a company for a query so minor that you feel like it’s a waste of both your time? Wouldn’t you have preferred to just find the answer you were looking for online? Creating content that helps customers answer their own queries is a vital step of proactive customer service. You should be keeping track of common queries from customers and creating content to answer them on your website. Not only that but this information should be really easy to find. You can put together an FAQs section, a resources hub or add it to product pages. Embrace Automation Automation can help in so many aspects of proactive customer care and service. You could use email or SMS automation to send notifications and reminders (that will actually help your customers, not just sell products!). You could use an AI chatbot to answer simple queries or better direct queries to the right department. There’s endless examples where automation can help deliver a better customer experience. Proactive Customer Service Examples We’ve covered a few proactive customer service strategies that you could implement across many different businesses in various industries above. But sometimes it’s easier to learn by example, so here’s a few beacons of proactive customer service. Netflix Streaming issues are Netflix’s nemesis. They make the service completely defective. But they do happen. Instead of brushing them under the carpet or waiting for customers to find out, Netflix issues a statement anytime there’s an issue that could cause streaming issues. They apologise and sometimes offer a free month to make up for the inconvenience. It’s a great example of transparent proactive customer service which no doubt saves their customer service team hours of potential complaints down the line. Adobe Adobe may well have the most comprehensive collection of proactive content around. They have exhaustive guides for all of their different programs. Not just this but they have different level guides for novice, intermediate and advanced users. The content is easy to trawl through so customers can find what they’re looking for, as well as search engine optimised to allow customers to find the answers through that route instead. Tesla In such a short time since the company first started making waves, Tesla has built an incredibly loyal customer base through proactive customer service. In fact, 80% of their customers buy or lease another Tesla for their next car. It’s an enviable statistic for other companies. They achieve this through an outstanding customer journey. Not just from inquiry to sale, but after the sale as well. Tesla created an entire charging network infrastructure across the United States, at their own initial cost, to ensure their customers could drive and charge their vehicles with ease. BetterCloud BetterCloud is a SaaS management company. When their customers have an issue, the system flags it and sends it to one of their customer service agents. The agent then contacts the customer explaining the problem has been flagged and asking how they can help, all before the customer has to get in touch. IKEA Ikea uses augmented reality to relieve the customer pain point of not knowing how a piece of furniture will look in their home before purchasing. It’s a great tool that not only improves the customer experience, but likely saves the company a huge amount of time dealing with refunds or exchanges. Amazon Of course, no list of proactive customer service examples would be complete without mentioning Amazon. We mentioned them above, but that’s just one example of many outstanding customer service strategies the eCommerce giant follows. The company has been slowly revolutionising many different industries from bookstores to subscription services by focusing on one core value — customer obsessed. They have an incredibly detailed DIY help centre which is easy to navigate and packed full of helpful information. As we mentioned above, they proactively inform customers not just about delivery slots but also update them beforehand if there will be delays. Even their reactive support is impressive; should users ever actually have a problem which isn’t resolved beforehand, they have 24/7 support with impressively low wait times. Be Proactive and Grow Your Business Companies who embrace proactive customer service will remain ahead of the competition in terms of revenue, customer loyalty and brand authority. Though reactive customer service still has its place within customer support teams, an increased focus on proactive customer service can decrease the time spent on service calls, freeing up your staff for more productive tasks to help grow your business. Previous Next Start Your Business Improvement Journey Our business improvement programme and smart operations provide clarity and a clear pathway forward for you and your team. Get Started

Learn how to identify and develop effective leadership behaviours to improve your business productivity, performance and profitability in this quick guide. 8 Effective Leadership Behaviours to Improve Business Performance Learn how to identify and develop effective leadership behaviours to improve your business productivity, performance and profitability in this quick guide. Published on: 20 Mar 2025 More than 77% of businesses state they have leadership gaps. This should come as no surprise considering more than 10,000 baby boomers are retiring every day and 69% of millennials believe there is a lack of leadership development opportunities in their workplace. Despite 88% of employers stating it’s crucial to develop leaders at all levels, many businesses seem to struggle in actually executing this development, resulting in lacklustre management lacking the leadership behaviours necessary to drive high performing teams. Businesses need to focus more on leadership behaviours Leadership behaviours are fundamental to success both for starting a company and growing one. As the old saying goes, employees quit their boss, not their job. The reality is low employee retention is just one of the numerous issues poor leadership behaviours cause. Gallup research shows that managers are the biggest factor affecting employee engagement, accounting for around 70% of the variance in employee engagement, both negatively and positively. When we consider employee engagement is the driving force behind business productivity and performance , this statistic is of critical importance. Poor leadership costs businesses. The same research shows companies fail to pick managers with the right talent for the job a staggering 82% of the time. Much of this comes down to the reasons employees are promoted into positions of leadership currently. The traditional approach is to look at length of service or who has the most developed technical skills in their current role. But length of service and business skills often don’t translate into the makings of a great manager. For example, a highly skilled web developer – though undoubtedly a key player within an organisation – doesn’t automatically possess the leadership behaviours necessary to drive business performance. Research suggests around one in ten people possess the leadership behaviours necessary to achieve excellence. These 10% can naturally engage both customers and employees, creating a culture of high productivity and performance within their team. The same research reveals that a further two in ten people have some of the leadership behaviours necessary and have the potential to achieve excellence with the right leadership development strategy in place. Nonetheless, we know from the research above and the statistics in the introduction, that many businesses seem to struggle to identify these potential leaders. Experience and skills are important, but more important than either of these are leadership behaviours. What are leadership behaviours? Put simply, leadership behaviours are the natural characteristics and traits that make some people more effective as leaders than others. It’s important to note, that while for many these leadership behaviours are innate, there is no reason leadership behaviours can’t be developed through various learning and development strategies . Individuals utilise these leadership behaviours to manage themselves and those around them to increase productivity and performance, for the benefit of the organisation. Why are effective leadership behaviours important? Effective leadership comes with many benefits for organisations, including: Improved productivity Improved performance and profitability Stronger teams Better collaboration Increased employee retention Increased innovation Stronger company culture Faster business growth All of these benefits are interlinked. Effective leaders lead more effective teams or departments, who collaborate better and are more engaged and therefore more productive. This leads to an overall improvement of the team’s performance and profitability. The business is able to use these profits to grow faster than planned. But the benefits of an effective team don’t end there. Employees who love the people they work with thanks to improved collaboration are far more likely to stay with a company longer, meaning companies can reduce recruitment costs and lower employee churn. Similarly, the improved working environment and increased employee engagement and productivity can lead to more innovative and creative approaches, also helping the business grow faster. One of the easiest ways to see the benefits of a great leader is by example. Think of some great business leaders such as Bill Gates, Warren Buffett and Reed Hastings. If you think about the various behaviours these leadership examples possess, you’ll start to get an idea of the effective leadership behaviours that drive excellence. 8 effective leadership behaviours for success There are no end of potential leadership behaviours that align with various leadership styles, however the most effective leadership behaviours to drive excellence are: Motivate Be assertive Hold yourself accountable Be transparent Be approachable Be objective Be attentive Lead by example We’ll look at each. 1. Good Leaders Understand Everyone has Unique Motivations One of the most important leadership behaviours is the ability to motivate those around you. Many think that motivation comes down to simple monetary rewards or the ability to be optimistic in spite of challenging situations. While these sometimes help, the reality is individuals have a variety of intrinsic motivations that make them behave the way they do. For example, while one employee may be motivated by reaching goals and targets, another is more interested in building meaningful relationships and receiving regular verbal feedback on their performance. Great leaders acknowledge this aspect of human nature and utilise their knowledge of employees to create methods to best motivate each individual employee. A helpful tool in recognising and understanding different motivations are workplace personality tests. 2. Effective leaders are assertive, but not authoritative Another effective leadership behaviour is assertiveness. Leaders need to be able to make decisions and have confidence in those decisions, especially when things are challenging. Assertive doesn’t mean ignoring the opinions of those around you and demanding everyone follow your lead. Great leaders are able to take on board a range of differing perspectives and make swift decisions with confidence. In turn, colleagues should have confidence in your decisions and your ability to make the right one. 3. Create a culture of ownership by holding yourself and others accountable Many people have had a manager who passes the buck and it’s not a pleasant experience to say the least. This is why holding yourself accountable is an effective leadership behaviour. When things go wrong within your team, you shouldn’t pass the blame along to another colleague. Leaders who hold themselves accountable earn the trust and respect of their colleagues, building stronger and more meaningful relationships in the workplace. Modeling this behaviour to employees creates a better working environment; one where it’s okay to make mistakes and take risks, even if they don’t always pan out. This can encourage employees to take ownership over their own work and increase engagement. 4. Be honest and transparent at all times Research shows that 82% of employees don’t trust managers to tell the truth. This poor communication and lack of trust impacts engagement significantly. Transparency and honesty are vital leadership behaviours. The ability to communicate clearly and honestly, in both good and bad situations, builds trust between you and colleagues. They can also help create a better working environment, one that is fair and open. Employees are more likely to come to you with problems early on, as opposed to leaving them to build and become more of a challenge later. 5. Be approachable to encourage communication and collaboration Though honesty and transparency undoubtedly help, another good leadership behaviour is to be approachable. For many, this seems to come as a natural social skill. For others, despite having many other great leadership behaviours, being approachable is something they need to actively work on. Actively listen to employees, be attentive and ask open-ended questions. The leadership features of Revenue Intelligence can help here. Communicate regularly, not just about work matters, but about other things going on in their lives. All of these can help employees feel like they can talk to you about anything and know that you’ll take onboard what they say when you do. 6. Be objective and avoid office politics Objectivity or impartiality is an important leadership behaviour. We’ve all been guilty of having a colleague we favour, as well as some we definitely don’t. Effective leaders are able to examine and understand this bias and make impartial decisions and provide objective feedback regardless of personal preference. Objective feedback should be encouraging, not disparaging, with a focus on finding a solution as opposed to critiquing. Similarly, decisions shouldn’t be made based on who you like the most. Good leaders are able to identify which employee is the best suited for each task or activity based on their skills and previous performance. 7. Be attentive to employees’ needs and emotions Effective leaders are attentive. Not only to ongoing tasks, activities and projects, but to the individual needs and emotions of the employees on their team. For example, some employees may work best with minimal supervision, while others may work best in stretch roles with many new challenges to tackle. Leaders should pay attention and consider the unique needs of every employee in their team or department for the best performance. When leaders are attentive to employee needs and behaviours, they can spot when something isn’t quite right. People have off days for a variety of reasons, often entirely unrelated to work. Attentive leaders can identify less productive days and communicate with employees to find out what they can do to help resolve the issue. This in turn can improve job satisfaction for employees, knowing they have a leader they can depend on and who cares about their well-being. 8. Lead by example and model desired behaviours An individual that possesses all the above leadership behaviours and displays them regularly at work is an ideal role model to other employees. Effective leaders hold themselves and employees to a high standard and lead by example. For instance, you wouldn’t turn up late to work everyday, but expect your employees to be on time. A good leader models the behaviour desired from employees so it is clear what the expectations are. How to improve leadership behaviours Not everyone innately possesses effective leadership behaviours. Even for those that do, displaying those behaviours consistently is still a challenge. Fortunately, there are many leadership behaviour frameworks available to help further develop these behaviours. A popular choice is Kouzes and Posner’s five practices of exemplary leadership model. They state that leaders who follow five core practices make the most effective leaders. These are: Model the way Inspire a shared vision Challenge the process Enable others to act Encourage the heart The first practice, model the way, refers to leaders creating and following the standards of excellence they wish others to follow. These principles set clear guidelines for employees to follow. Leaders then need to inspire employees to work towards a shared vision and goal. They motivate and inspire employees by aligning everyone to work towards this shared vision. Effective leaders must challenge the status quo of things and innovate to continuously improve the business. They are unafraid to take risks and experiment to identify new opportunities. Of course, leaders must encourage and enable other employees to act, not just themselves. Effective leaders foster collaborative and energetic teams with an inclusive environment where every individual employee feels empowered to do their best. Finally, effective leaders encourage the heart by recognising and rewarding excellence. They recognise each individual contribution made and celebrate achievements and accomplishments. Research by Kouzes and Posner shows leaders who demonstrate these practices consistently are more effective and have higher performing teams. Another helpful leadership behaviour model was created by Blanchard and Hersey. Their four part situational leadership model is practical and can be applied immediately to situations. They state no leadership style is better than another and that effective leaders adapt their leadership style to individuals. They suggest four different leadership styles that can be applied for any situation as it arises: Telling style: a high supervision style for employees new to tasks or the role. Participating style: a moderate supervision style where leaders are actively involved with tasks to help build employee confidence. Selling style: a lower supervision style where leaders intervene when necessary due to low motivation. Delegating style: a minimal supervision style where employees can handle tasks well and understand their role. Many managers find this leadership behaviour model useful in figuring out the best way to help improve employee engagement. Develop your leadership behaviours and create high performance teams Without effective leadership behaviours, no matter the hard technical skills or length of service, you’ll struggle to inspire and motivate employees. While some individuals naturally possess these leadership behaviours, others must actively work on developing them and practicing them consistently. Our business improvement programme works with business owners and leaders to identify and improve behaviours, one behaviour at a time, creating a more productive and profitable business. 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

Businesses invest billions into learning and development, with little ROI. A better understanding of L&D can help create more effective L&D strategies. What is Learning and Development (L&D)? Businesses invest billions into learning and development, with little ROI. A better understanding of L&D can help create more effective L&D strategies. Published on: 12 Aug 2021 Worldwide, companies pumped £258 billion into learning and development. Despite this investment, research suggests corporate learning and development strategies aren’t delivering the desired results. A whopping 75% of managers are dissatisfied with their companies L&D function. Moreover, 70% of employees report that they don’t have the mastery of skills necessary to do their job and only 12% of employees apply new skills learned in their role. What businesses need is an increased understanding of learning and development, it’s purpose and benefits, alongside L&D methods to implement a successful learning and development strategy that can help increase knowledge, improve behaviours and develop skills across the company. What is L&D? Let’s start with the obvious. Learning and development is an all-encompassing term that describes all the activities a business does to encourage professional development for employees. This can be in a systematic process, like a learning and development strategy, as well as via informal activities. Learning, training, development and education in a corporate context are often used interchangeably. But there are some key differences between these concepts. Learning and Development Definitions Learning: Learning refers to the acquisition of knowledge, skills and behaviours. This can be through education, training, experience and so on. Training: Training refers to teaching applicable knowledge, skills and behaviours to be used for a specific role. For example, a customer phone agent may have a specific training course on call ownership . This training is targeted to help deliver better performance and outcomes. Development: Development refers to learning long-term as a process of continuously deepening knowledge, skills and behaviours. This development is often aligned with individual development goals alongside the goals of the organisation. For example, a new starter may develop into a more senior position through training and learning through experience. Education: This is the most formal means to broaden knowledge and skills. It is not as specific as a dedicated training course, but can help open doors to new opportunities. For example, someone looking for a career switch from customer service to operations management may undertake a degree in business administration. Organisational Learning and Development Framework The learning and development framework of one business may look completely different to another. L&D in larger companies is highly structured and led by HR, or even a dedicated learning & development team. HR or the L&D team implement a dedicated L&D strategy which will focus on identifying specific training needs across all employees, often provided through online programmes or dedicated training providers. In the largest businesses with layered organisational hierarchies, L&D will also focus on management training to develop leadership skills for different levels of management focusing on areas like developing emotional intelligence and understanding intrinsic motivations. On the other end of the scale, for SMEs, learning and development may be a less formal process with less structure, often due to resource constraints. There may be a smaller or outsourced HR department, so the L&D strategy may be led and implemented through another role, like the operations manager or chief operating officer. Learning and development at SMEs is often not through formal training procedures. Though on the face of it, this may sound like a negative, it’s actually one of the perks that draws many employees to working for SMEs. In many SMEs, especially start ups, smaller teams mean employees are often working far outside their skill set. They’re learning on the job or learning through peers. It’s what’s known as social learning and it’s a form of continuous learning. This is the type of learning that happens without employees even realising it as they’re continuously developing their skills and behaviours through their experiences and relationships. This type of learning can offer much faster development than many formal processes within larger companies offer. Of course, social learning isn’t the only type of L&D available at SMEs. Some other popular SME L&D processes include: Personal development plans Peer training such as shadowing Individual L&D budgets Why is Learning and Development Important? Learning and development has obvious benefits for companies. As a bare minimum, the most obvious benefit of L&D is that ( in theory ) employees are better equipped to perform their role. The reality is the benefits of learning and development extend far beyond this. 93% of employees say they’ll stay longer at a company that invests in their career development. This means learning and development can help companies retain the best talent for their organisation and decrease employee turnover. When you consider that the average cost of turnover per employee earning £25,000 a year or more is £30,614 , decreasing employee turnover sounds a lot more appealing for the bottom line. Investing in learning and development can have big benefits for your bottom line too. Businesses that spend at least £1080 per employee report 24% more in profit than businesses with smaller L&D budgets. Similarly, an IBM study reveals well-trained teams increase their business productivity by 10% on average . This is due to the increased employee engagement from investing in employees’ wellbeing. L&D is important to employees too, especially for millenials. Gallup research reveals 87% of millennials cite learning and development in the workplace as important to them. This matters because they now make up 50% of the global workforce . Engaging and retaining these employees is key to success. The benefits of L&D trickle down not just to employees and businesses, but to customers too. Businesses that invest in learning technologies report a 16% increase in customer satisfaction. Perhaps most importantly, learning and development helps build a better company culture. Think about every successful company, from Google to Apple. These businesses support a culture of continuous improvement , in which learning and development plays a vital role. Learning and development is at the heart of the company, as part of the core values, making it a learning organisation and a better, more productive and engaging place to work, aiding business performance through improved execution and directly impacting the bottom line. Learning and Development Methodology As we mentioned above, L&D strategies look a little ( or a lot! ) different in every business. As such there have been many learning and development methodologies developed to aid businesses. The Learning and Development Cycle A popular L&D methodology is provided by the Pedagogical Analysis model. This model starts by assessing the current organisational knowledge, skills and behaviours. From here, goals and objectives are identified and the corresponding learning methods and processes are developed. These methods and processes are monitored and outcomes evaluated to assess where the learning and development process can be improved, providing a continuous learning and development cycle. So the L&D cycle breaks down into four steps: Analysis of current needs Define learning objectives Identify learning methods and activities Monitor, evaluate and improve The first step in particular is vital for businesses to see better outcomes from L&D strategies. If you have no idea of the current knowledge, behaviours and skills within your business, how will your L&D strategy benefit the business? You need to understand the current behaviours, skills and knowledge within the business to identify the future behaviours, skills and knowledge that can improve your business performance. These need to be relevant and specific to give learning and development a clear, measurable goal. With a specific goal in mind, you can identify the exact activities that will help you reach that goal. For example, you might identify that the customer service experience is inconsistent due to a lack of consistent behaviours and knowledge. From here, you can set a specific goal to improve your customer satisfaction by 10%. To reach this goal, you could implement a mix of learning activities such as peer shadowing, micro learning and learning technologies to help customer service staff increase their knowledge and better understand the behaviours necessary for a consistent customer service experience. You’ll monitor these activities as they go to ensure they are achieving the desired results. You can measure this through analytics, but also by simply asking for feedback from employees to make sure they’re finding the L&D activities engaging, helpful and practical. 70/20/10 Organisational Learning Model The 70/20/10 organisation learning model is another popular approach, developed by McCall, Lombardo and Elchinger. The model functions as a general L&D framework organisations can use when developing learning and development processes and is used across many businesses. Part of it’s appeal is its simplicity. The 70/20/10 model says that 70% of learning comes from learning by doing or work-based learning. This is the informal learning we mentioned earlier on where employees learn through experiences, particularly when tackling new tasks or more challenging projects. The following 20% of learning comes from social learning from relationships at work. Employees learn from each other through peer coaching, collaborative working, peer mentoring and so on. This type of learning has short, informal feedback loops in the form of peer feedback and happens naturally through regular interactions. The final 10% of learning comes from the more formal processes associated with learning and development such as educational courses, training programmes and learning technologies. The popularity of the 70/20/10 model comes down to the fact that for many workplaces, this represents a realistic image of what learning and development looks like day to day. However, the 70/20/10 model isn’t without its critics, particularly in academic circles. Claurdy states there is no quantitative evidence for the 70/20/10 model, while Lowenstein and Spletzer conclude that while formal and informal training may be complementary, from their research, formal training may have higher returns and create more value for businesses. Learning and Development Effectiveness: Bloom’s Taxonomy One of the issues with the 70/20/10 model in particular is that it doesn’t take into consideration the effectiveness of learning and development strategies. Bloom’s Taxonomy was originally created as a framework to classify different academic educational objectives and was later revised by Pohl to be more relevant to all types of learning, including within a corporate setting. The taxonomy is based on the belief that learning must begin with basic foundational knowledge, before progressing to more complex skills like critical thinking and evaluation. As such, it works in a hierarchy, giving a framework for learning development. The different levels are: Remember Understand Apply Analyse Evaluate Create As you can see, Bloom’s revised taxonomy begins with memory recall, progressing to understanding knowledge, applying that knowledge and eventually using that knowledge to analyse, evaluate and create. The taxonomy can help businesses in assessing what level of knowledge and skill employees possess to better identify learning methods and processes, as well as to evaluate the effectiveness of existing learning and development processes. Learning and Development Processes, Activities and Methods Learning and development processes, activities and methods are the means to execute your learning and development strategy. They’re how you achieve your goals. There are many methods of learning in business, some of which we’ve already touched upon, but we’ll cover some of the more popular ones. Coaching and Mentoring Both coaching and mentoring focus on developing skills, knowledge and behaviours through bespoke training, often in a one on one setting. For both, the coach or mentor takes the lead and drives the learning process, while the mentee or coachee follows and learns. Lectures, Seminars and Webinars These are a more formal style of learning, where interaction is often inhibited, particularly for lectures and seminars. These focus on developing skills, behaviours or knowledge in a particular area, as opposed to the more bespoke training above. Discussions and Debates These are a highly interactive and collaborative method of learning. Groups are set and given topics to discuss and explore together. This type of peer learning can be great at helping to expand knowledge and examine different perspectives and behaviours. Individual budgets This is a more modern approach to individual learning and development that many companies are now trialing. Each employee or team gets their own budget to dedicate to their learning and development however they see fit. Businesses can see great results from this method as it empowers employees to take control of their own self-development. Gamification Gamification is another modern learning and development method. This is the process of applying game mechanics to a non-gaming environment. These mechanics include common features of games such as leaderboards, points, levels and so on. The reason gamification is increasingly popular in learning and development is because of the science behind it. Gamification releases neurotransmitters like dopamine, serotonin and endorphins, which make us feel good. It taps into the intrinsic motivations of learners, because of this gamification can increase engagement considerably. Job Shadowing Job shadowing shouldn’t be confused with mentoring. Most often, mentors are within the same team or department as the mentee. For job shadowing, the employee works with another employee with a different experience from them. This can help employees learn a range of new skills, behaviours and knowledge. For example, an employee in marketing could shadow an employee in aftersales. They’ll gain a better insight of the customer experience across the business, as well as the behaviours necessary to work within that role and how they might apply these behaviours to their own role. Learning and Development Challenges If you recall back to the introduction, we pointed out that despite the great benefits that come from learning and development strategies, research suggests many businesses are struggling to get it right. For example, only 25% of respondents in a McKinsey survey said that they believed training measurably improved performance and that most companies do not bother tracking their returns on learning and development activities. Many of these challenges come down to learning and development strategies overlooking biological realities and human nature, ultimately investing huge budgets into programmes that don’t work. The Psychology of Learning and Development Think back to the last thing you learned, why and when did you learn it? Chances are it was when you needed to and you immediately applied that knowledge. This is because people learn best when they have to learn and when that learning is relevant and useful for them. Your employees are no exception to this rule. Applying learning to real world situations helps develop foundational knowledge into applicable knowledge. Psychologist Edwin Locke actually laid the groundwork for this back in the 1960s in his goal setting and task performance theory. His research proved decades ago that clear goals and appropriate feedback are clear motivators for employees, citing five key factors for learning success: Clarity Challenge Commitment Feedback Task complexity Utilising these factors can increase learners’ motivation and help target learning to be more relevant. Another challenge comes in the form of memory, because as it turns out, human brains just aren’t that good at retaining knowledge that isn’t applied. This is known as the forgetting curve. Research by Hermann Ebbinghaus revealed that within one hour of being presented with new information, people will have forgotten an average of 50% of that information. Within 24 hours, this moves up to an average of 70%. Within a week, this figure is an average of 90%! This shows how quickly our brains forget what we don’t use and further emphasises the point that learning must be incorporated into work to retain it. Psychologist Cecil Alec Mace proposed spaced repetition to tackle this. This refers to spreading out learning over a period of time, as it takes advantage of the psychological spacing effect. His study revealed utilising spaced repetition helped participants recall around 80% of what they learned after 60 days — a considerable improvement on the above figures! Learning and Development Solutions: Lean Learning So if the status quo of current learning and development strategies don’t work, what’s the solution? One proposed solution is what’s known as lean learning. This is based on principles from Toyota’s famous lean manufacturing system including: Using effort only when necessary Cutting waste Improving outcomes Creating a continuous process Lean learning therefore can be explained in similar, simple, steps: Learning the core of what you need to learn Applying that learning immediately Receiving prompt feedback and refining your understanding Repeating and improving the cycle The lean learning framework gives organisations the adaptability necessary for a modern business and avoids many of the psychological pitfalls mentioned above. Learners are only learning what they need to; whether that’s a new skill, better understanding behaviours necessary to perform their role or developing knowledge to improve their performance. There is no wasted time or effort in learning something that won’t aid them. This learning is then immediately applied. This moves the knowledge from foundational to applicable knowledge, aiding learner retention. From here, prompt feedback allows employees to refine their learning and deliver improved business outcomes. There are some particular learning and development methods that go hand in hand with lean learning, including guided learning, peer learning, micro learning and personalised learning. Guided learning avoids the issue of learning at the wrong time. Training at specific intervals can decrease engagement and effectiveness. Instead, guided learning is a form of continuous learning. It often comes in the form of learning technologies that intervene with contextual, personalised learning pop ups throughout an employees’ work week. In other words, the technology intervenes at the point where new knowledge could be helpful and immediately applied. Peer learning is another powerful method that considers human behaviour. 55% of employees ask a colleague for help learning a new skill. Utilising this behaviour in a learning and development strategy through peer learning supports lean learning principles. Businesses can connect employees by matching employees who are willing to teach certain skills with colleagues who want to learn them. Micro learning is another learning and development method to keep employees engaged and to keep learning manageable. Short, digestible chunks of learning are offered, ideally exactly when they’re necessary so they can be immediately applied. Of course, even with lean learning, businesses must still take into consideration the inherent differences between people. Different learning styles and motivations must all be taken into consideration for a successful learning and development strategy that offers personalised content adapted to each team or individual learning motivation, delivery method and need. When it comes to the continuous improvement of learning and development strategies, businesses need to focus on measuring the right outcomes. So often, learning and development strategies either aren’t measuring outcomes at all or they’re measuring outcomes that don’t align with business performance. For example, many learning and development teams focus on L&D metrics like the amount of modules completed, pass rates, participation rates and so on. However, these L&D metrics don’t tell businesses much about the effectiveness of their learning and development strategy like how learning is impacting employee performance or productivity. Instead, businesses should monitor metrics that provide a deeper insight into the success of learning and development strategies as it relates to business outcomes. This could include a mix of quantitative and qualitative metrics like operational efficiency, employee engagement and learner feedback. Developing a Bespoke Learning and Development Strategy for your Business As you can see, there is no one size fits all when it comes to learning and development, though there are some key characteristics for a more effective learning and development strategy. Learn more about how to create a learning and development strategy that will aid better performance in your business. Previous Next Start Your Business Improvement Journey Our business improvement programme and smart operations provide clarity and a clear pathway forward for you and your team. Get Started

Here are 15 ideas for a high impact leadership development programme. First and foremost, leadership is a state of mind. 15 High Impact Leadership Development Programme Ideas Fit for a 21st Century Business. Now, more than ever in an increasingly uncertain world, businesses need leaders with all the right attributes to take them forward. Published on: 8 Dec 2022 Now, more than ever in an increasingly uncertain world, businesses need high impact leaders with all the right attributes to take them forward. What does it take to be a truly great business leader? First and foremost, leadership is a state of mind. Nowadays, the most effective business leadership behaviours are centred on skills like emotional awareness, empathy and integrity. Softly does it These are ‘soft skills’. They are the core leadership behaviours that underpin business success . They improve human relations and staff engagement, among other benefits. And that means they are crucial in any leadership development programme. Leadership development specialist StratXExl’s transformative leadership report observes: “To be successful in the next three years, leaders will increasingly need to master competencies in engagement, collaboration, trust, and transparency .” These types of leadership qualities also highlight the limitations of traditional authoritative leadership – where one person assumes total control and rules alone, often with insufficient checks and balances to curb their excesses or poor decision making. Skills that improve profitability We are seeing a generational shift away from the authoritative leadership style. A dominant leader may enable faster decision-making and remove multiple management layers, but it’s a high price to pay if it results in poor employee motivation, low morale and lower productivity. This blog looks at the new leadership skills needed in the 21st century. By using ‘softer’ people-focused skills, leaders can increase personal, professional and business productivity. You could improve profitability by 30% in just six months with leadership that is regenerative, ethical and mindful. Here are 15 core essentials of an effective business leadership development programme . Many overlap and combine to help mould leaders who employees should be happy to follow: 1. Lead by example A good leader sets an example by valuing their people, listening to their input and acting on it. They are adept at solving people-related problems. As a leader they don’t take an authoritative approach that says their way is the only way. Nor do they undermine colleagues by stepping in where they aren’t required or interfering unnecessarily in established processes – this can cause confusion about, and resentment in, their leadership style. Leading by example means delivering on what you promise – walking the walk as well as talking the talk. Great leaders roll up their sleeves. They gain important life experiences by getting involved at a practical level across their organisations, going outside their comfort zone, to understand their business from different angles. Leading by example means learning from their mistakes, so they constantly improve their leadership skills. That also means taking ownership and responsibility for your actions. The example they set is to lead with confidence and humility, not arrogance and complacency. 2. Lead with imagination and creativity Kantar’s Insights 2030 reports says imagination is a core competency for success , noting that “future success will require that business leaders significantly dial up their competency in, and commitment to, imagination”. # Social and economic upheaval has resulted in savvy leaders re-examining the skills required to make an impact. The Covid-19 pandemic is a good example that forced leaders to think creatively to solve an array of unforeseen problems. You’ll probably find that the common denominator of businesses that survived and emerged stronger is that their leaders have imagination. 3. Lead by making the right decisions Getting the big – and little – decisions right has a direct impact on profits and productivity. Poor decision-making can be costly. Managers at Fortune 500 companies waste half a million days a year on ineffective decision making , according to a McKinsey & Co survey. That adds up to the equivalent of £250 million in wages annually. Tough times and complex situations make it harder – but more important – to make the right decisions. Insight Assessment, a specialist in critical thinking assessments, recommends these essential decision-making skills : identify critical factors that could impact the outcome of your decision; evaluate your options, anticipate the outcomes; take account of uncertainties and unknown risks; analyse all available data to aid your decision making. 4. Lead with integrity US President Dwight Eisenhower highlighted the importance of this characteristic: “The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, whether it is on a section gang, a football field, in an army, or in an office.” Integrity in business leadership can be hard one pin down, but it shouldn’t be. A leader with integrity should stand out. They do the right thing because it is the right thing to do; they accept the truth and are prepared to adjust their thinking accordingly. Good leaders don’t compromise their integrity, for example, for the sake of expediency or to make short-term business gains. Integrity in business leaders also ties in with Environmental, Social and Governance (ESG) principles. After all, a strong corporate governance is set by those at the top. Three strategies to show integrity suggested by CEO coaching organisation Vistage are to think about the other side of the argument before taking a stand; be clear in your commitments – avoiding generalisations and jargon; and be sincere and clear about what you say ‘no’ to – it also helps employees if they understand what your business ‘is not’. 5. Lead with enthusiasm It sounds obvious, but enthusiasm is infectious. Ask yourself how you responded to a good leader and you’ll probably say that their positivity rubbed off on everyone in the room. But enthusiasm alone doesn’t make a good leader. It’s only part of the package, although it is a very important element. Underpinning this spirit of optimism should be passion for the business and the clear vision about its direction and path to success. A display of enthusiasm shows employees that they have your total buy-in. They can see your personal commitment to the business. This motivates and inspires people to follow you. A high and consistent level of enthusiasm helps carry businesses through difficult periods to achieve long-term goals. 6. Work hard Another fairly obvious one, but there is no substitute for hard work. A strong leader knows the payback is worth the effort: the more you put in, the more you get out. Hard work by leaders has to be productive in ways that benefit everyone: managing teams, motivating employees, communicating effectively, articulating business goals and objectives, dealing with a crisis, spotting new opportunities. That takes a lot of effort, especially when it is being undertaken with unabashed enthusiasm. Another thing you notice in good leaders is that they tend to have a knack for making their hard work appear relatively effortless. It’s an attitude that also percolates into the whole work/life balance and wellbeing debate. Good leaders are able to maintain both a high work rate as well as their wellbeing. We are increasingly seeing senior executives opening up to employees about their personal challenges as part of the corporate approach to wellbeing. There’s an honesty that employees appreciate when leaders share their personal stories. Being honest in this way says that it is okay to admit to pressure and uncertainty. But as a leader, it is equally important to demonstrate how you are able to deal with the pressure of hard work. 7. Be commercially aware Good business leaders can spot the next big opportunity without taking their eye off the business-as-usual ball. They have many fingers on many pulses. That way, their organisation is always in the right place at the right moment to succeed. Good leaders know the right time to enter or exit markets. They look for solutions to problems – often before competitors even realise there is a problem that needs solving. Commercial awareness embraces knowledge of the latest market and economic trends, what your customers are doing, supply chain developments and legislative changes. 8. Be analytical In the post-Covid business world, digital is king. From tech-savvy customers preferring online activity to employees working remotely. Coupled with these changing relationship dynamics, businesses are generating vast amounts of data daily. But many organisations are behind the curve in exploiting the enormous power of data to improve their productivity and profitability. Data-driven leadership is still only an aspiration for many organisations: a recent Harvard Business Review survey found that barely one quarter of organisations said they were data driven . Often, it is not the technology that lags behind but the people. Leaders need to embrace data-driven analytics and understand where to target technology investment. Otherwise, leaders become part of the problem, a barrier to progress, rather than an enabler of change. Leaders also need to focus on the ethical and legal aspects of data management, as well as the threats posed by cybersecurity. A strong analytical focus has to be driven by leadership at the top of an organisation. Put another way, lead with change, or change leaders . 9. Be self-aware Business leaders who recognise what soft skills they need will develop a better understanding of how to lead with humility. Having self-awareness is part of this approach. With self-awareness, you can avoid arrogance, a sense of invulnerability and complacency that have been the downfall of many businesses. With greater self-awareness, leaders understand how their thoughts and actions might impact their colleagues. They are honest about their own abilities and recognise their shortcomings. Self-aware leaders are not afraid of honest feedback. They can see how others react to them and are ready to ask colleagues for feedback. Leaders who are self-aware know they have to change and keep changing for the long-term good of their business. Among the qualities that good leaders exhibit are these eight characteristics of self-awareness : reflective, observant, empathetic, perceptive, responsive, self-controlled, discerning and adaptable. 10. Be resilient A resilient leader maintains high energy levels, especially in tough times. They take the knocks and get back up again. Their resilience is physical, mental and emotional. They also know how to handle stress by using it positively to get the best out of themselves and others, without succumbing to its negative pull. Regular exercise builds stamina and resilience. You’ll find leaders are often first in the gym early in the morning before the working day starts. Or jogging the streets around the hotel where their latest meeting has taken them. Getting enough of the right type of sleep is important, and mindfulness – along with self-awareness – also contribute to resilience. Resilient leaders build strong business and social networks. This helps them deal with difficult challenges by sharing ideas to find the best solution. 11. Communicate, communicate, communicate Good leaders communicate effectively at the right time so they inspire, empower and educate people. It’s another type of soft skill that can be learned with the right training – remember, not all great leaders are born communicators. Through their personal style of communication, leaders drive employee loyalty and trust. They demonstrate honesty and transparency, for example, by sharing both good and bad news. Leaders don’t just communicate in one direction. Two-way dialogues allow employees’ voices to be heard. So, as well as being communicators leaders also have to be listeners: showing empathy and understanding. Effective communication requires a high degree of flexibility in. Leaders instinctively know the best way to deliver their message – which medium to use, the frequency and the type of language. It’s a knack that ensures the same message can be received by the widest group of people. There is no shortage of great communicators throughout history . Good business leaders choose the techniques that best suit their personal style and subject matter. 12. Serve your team It’s an interesting question for a leader: exactly how much should you lead and how much should you follow? The concept of the servant-leader was first coined by Robert Greenleaf in the 1970s. It is a natural feeling that you want to serve, which is then followed by a conscious choice that you want to aspire to lead. Think of the adage ‘do unto others as you would like others to do unto you’. For business leaders, it means prioritising the wellbeing of your workforce and the communities you service. Successful companies have leaders who share power, put others first and help everyone in their organisation to develop and to perform to the best of their abilities. Greenleaf’s approach, which led him to establish the Servant leadership movement, fits in well with the requirements of today’s business leaders to have empathy and integrity, to be ethical and mindful. 13. Focus on sustainability In a business world increasingly dominated by ESG and CSR (corporate social responsibility), leaders must be attuned to a broad range of sustainability issues. Being more sustainable is good for business. What’s more, a well-articulated commitment to measurable sustainability actions is nowadays expected by employees, customers and other stakeholders. The arguments for being more sustainable are well established. As are the perils of not doing enough: at the COP27 climate change conference in Egypt in November 2002, the United Nations’ Secretary General Antonio Guterres gave a stark warning: “We are on a highway to climate hell with our foot on the accelerator .” Leaders who focus on sustainability can: • Improve brand reputation • Increase demand for their products and services • Enhance staff and customer loyalty • Attract and retain new employees • Be more efficient by reducing or removing wasteful practices 14. Be an ethical leader Leaders who act ethically inspire those around them to act in a similar way. It’s about leading by example and with integrity. In his book, Conscious Business , the leadership coach and adviser Fred Kofman describes an ethical approach taken by business that aims to produce a sustainable, exceptional performance based on solidarity and dignity. Ethical leadership helps to produce a more positive work culture and greater productivity. 15. Be a mindful leader Being a mindful leader embodies many of the elements discussed here. Mindful leaders think of those around them and continually improve how they interact with others to make them better leaders. They are ‘present’ and fully engaged, enabling them to respond faster to challenges and ensuring they are always on the lookout for ways to make others in the workplace happier Be a Regenerative Ethical Mindful (REM) business Leaders with all the right tools can create stronger teams and improve decision-making at all levels. They enable their organisation to become a REM business. This delivers a competitive advantage, increases resilience and helps to create a greener planet. Previous Next Start Your Business Improvement Journey Our business improvement programme and smart operations provide clarity and a clear pathway forward for you and your team. Get Started

Finance has data and operational insight to identify key areas of businesses where value can be created to improve internal business performance. How Finance Can Drive Business Performance Finance has data and operational insight to identify key areas of businesses where value can be created to improve internal business performance. Learn more. Over the past decade, the role of finance has focused often exclusively on reducing costs — and they’ve been successful at it too, reducing costs on average around 30% across all industries. But research shows this focus is shifting from the traditional accounts management and cost cutting activities to instead a focus on finding and creating value adding activities for businesses. In other words — it’s time to rethink finance. This shift from traditional finance activities to value-driven activities is excellent news for businesses, but it isn’t without its challenges. The CFO, alongside their wider finance department, is in a unique position to lead this change and utilise data-driven decisions to improve business performance and productivity . That’s why in this article, we’ll be looking at: How finance functions are changing across businesses The challenge CFOs face in developing finance function How finance can drive business performance How Finance Functions are Changing Across Businesses As we mentioned in the introduction, for the previous decade the primary function of finance departments was to cut costs, something that most organisations achieved. Research shows the function of finance has moved on. In fact, on average five functions other than finance now report into the CFO. While surveys of CFOs reveal four in ten say they spent the majority of their time over the course of a year focusing on activities besides traditional and speciality finance. The CFOs who stated they focused on non-finance activities said they spent most of their time over the last year on: Strategic leadership Organisational transformation Performance management Capital allocation Big data and analytics Finance capabilities Technology trends ( cybersecurity, IT etc. ) Other functions ( risk management, procurement etc. ) Not only did CFOs spend more time in these areas, but they say they developed more value through these other activities. Only 18% of CFOs said traditional finance activities have created the most value for their company and 22% cite strategic leadership as the area with most value. This shift to value added activities makes perfect sense given the increasingly difficult, global economic landscape that businesses face. It is no longer practical to keep finance on the side lines, when they have the data, operational knowledge and analytical thinking to drive internal performance. But this change is not without its challenges. The Challenge CFOs Face in Developing Finance Function The barriers to finance functioning as it needs to to drive business performance are vast, but in summary: Disconnect between CFO responsibilities and perceived role A lack of investment in new data and automation technologies A lack of available talent and training A dated finance operating model Challenging the status quo of strategy A Disconnect Between CFO Responsibilities and Perceived Role There is a disconnect between how CFOs view their role and what other C-suite executives expect of them. From the above, we know the need for CFOs to be involved and even lead business strategy and to dedicate more of their time to this aspect in order to add value to businesses. Most CFOs and C-suite executives agree that CFOs are significantly involved in bringing deep financial expertise to boardroom discussions, as well as focusing these discussions on the creation of financial value. But while 79% of CFOs state they're significantly involved in allocating financial resources, only 29% of other C-suite executives agree. In a similar vein, another study reveals 51% of finance organisations are involved in setting strategy, but only 17% are seen as leading it. This research highlights a clear need for the role of the CFO to develop and for that change to be communicated to the rest of leadership to allow finance leaders to better develop strategy. A Lack of Investment in New Data and Automation Technologies It's apparent to all those within finance, and outside of it, that businesses have entered a new age of technology and automation in the Fourth Industrial Revolution. Finance technology in particular has developed so that many of the transactional activities that used to take up so much time are now almost exclusively automated. But the adoption of this technology has not logically led to the adoption of the next wave of financial technology. Less than one in three CFOs believe their company has the capacity to be competitive in their digitisation of business activities. A separate study reveals that only 10% of organisations have widespread use of reporting and predictive tools to aid data led insights to create value. This gap in investment in new data technologies presents considerable challenges for CFOs and finance departments in driving business performance. Without investment in advanced technologies, finance will struggle to identify areas of the business that could create the most value. A Lack of Available Talent and Training The new CFO and the new function of finance needs to look beyond the static job descriptions of finance currently. To strategise effectively, CFOs increasingly need a sense of commercial awareness. In fact, commercial acumen is ranked as the number one competency required in developing finance business partnerships. Looking beyond the CFO and into the wider finance department presents new challenges too. There is a global shortage of data scientists and analysts. But these skills are vital in being able to digest and action the insights available from machine learning and AI. A Dated Finance Operating Model The new finance technologies we mentioned above allow for more contextual reporting. Where previously, finance departments predominantly looked at internal sources of data, new technologies allow this data to be put into a wider external context. For example, profit projections can be contextualised against overall industry performance. This is great news as it will deliver more accurate reporting, allowing for better planning. But with it come new challenges. Current finance operating models lack both the data management practices and the departmental agility to react to wider contextual changes effectively. Annual, or even quarterly reporting , does not allow for sufficient reactivity to changing economic circumstances — and we've all seen over the last year how quickly those circumstances can change. Challenging the Status Quo of Strategy More than 50% of a company's growth comes not from internal performance improvements, but simply from functioning in markets that are doing well. It makes sense then, that when it comes to business strategies, companies allocate 90% or more of their resources to the same projects and activities as the last year, regardless of changes in environment. CFOs and finance departments face the unique challenge of changing the status quo for business strategy. Even with data-driven insights, they will still need buy-in from all other stakeholders and leadership to actually be able to lead these changes. How Finance Can Drive Business Performance Though the challenges are plentiful, there is much finance departments can do to tackle them successfully. The following steps are a good start: Develop the role of the CFO Invest in modern technologies Change the finance operating model Identify and target performance drivers Collaborate with the rest of the organisation Develop the Role of the CFO The CFO is at the helm of the financial ship. Without their direction and guidance, all other efforts will lack direction and clarity. The CFO then needs to champion these changes as a finance leader. They need to guide the wider department and business in focusing on value added activities. Vanessa Simms , CFO of Grainger, recognises this shift in role: “Traditionally a CFO has been about stewardship, performance management, whereas now I think fundamental to the role is being a good business partner, helping the business make the right decisions, and helping to execute strategy. I see that as fundamental to the CFO role." CFOs then need to move from leading just the finance department to a more holistic position of leadership. This isn't a challenge they can face alone and represents a need for wider business hierarchies to shift and allow for better data-driven strategies to take prominence. To achieve this, the CFO must possess a variety of new skills that were not formerly associated with the role, with the top CFO skills cited as : Excellent communication skills Wider people skills Leadership skills Commercial acumen The ability to support and also challenge the CEO Analytical and strategic skills Invest in Modern Technologies This step is a little simpler. Companies cannot hope to remain competitive in a digital age unless they invest in new technologies that help them drive business performance. The technologies that are revolutionising finance are vast, with many new contenders to the scene. CFOs and finance departments need to have a good understanding of the finance technologies that can best benefit their businesses, as well as the backing from other C-Suite executives to invest in them. Advanced analytics can allow finance departments to make more effective, reactive decisions. As such, it’s important that finance departments play a clear role in managing data and should be a key player in data strategies. Where possible, technologies that allow laborious tasks to be automated should be invested in, allowing staff more time to dedicate to strategic tasks and innovation, driving better internal business performance. Change the Finance Operating Model The purpose of finance is now to drive performance, but the current finance operating model is static and allows for little agility or reactivity. Finance departments need a new operating model. They need to be able to work faster and more dynamically so that when data highlights new opportunities for performance, teams can work reactively to plan the steps needed to maximise those opportunities. Though one operating model cannot fit all businesses, there is a strong argument that the finance operating model could look more akin to the common IT operating model. These typically consist of flatter hierarchies of teams with agile working principles, allowing for high performance working. At the same time, finance departments need their staff to have the right behaviours for the new finance function, as well as the correct skills for the future. To address these, finance departments, alongside HR, can use selective hiring techniques to hire for the behaviours to best suit the role and wider company. So for example, instead of hiring solely for analytical skills ( which can be taught ), companies can hire those who display change agent behaviours instead. Of course, there is still a need for analytical skills within finance, as well as a more pressing need for advanced data analytical skills. Businesses must invest in their employees' skill development throughout their career to ensure the finance department has the right skills and behaviours to produce the best results. Identify and Target Performance Drivers With the right technologies, team and leadership, finance departments can move onto this vital step; the switch from cost reduction strategies. Cost reduction is a short-term fix. For companies that want to grow in the long-term, it is not a sustainable business strategy. Cost cutting is a counterproductive strategy which often leads to missed opportunities, high operational costs and inefficiencies across businesses. Instead, the CFO and wider finance department must bring unique insight into where capital allocation is best-used, based on data. They can achieve this by using advanced analytics to identify areas of the business where changes could add value and help grow the business. For example, improving product offerings, growing existing business units, diversifying the business and so on. Collaborate With the Rest of the Organisation As clarified above, the CFO must act as a trusted business partner to other C-Suite executives or leaders within the business. But the finance department needs to communicate this across other departments and throughout the wider business. This ensures everyone has the information they need to understand the decisions taken and the reasoning behind them. Research shows an overwhelming majority of 88% agree that the CFO has a substantial role to play in supporting operations across businesses. To achieve this, concise and transparent communication is a must. Performance and productivity is everyone’s concern, even if it is led by finance. Working with departments such as IT, sales, marketing and R&D to identify areas where performance can be improved ensures it is a common goal for everyone across the business to work towards. Finance should present data in an accessible way with the relevant context necessary for departments to have the most comprehensive understanding possible. New technologies with real time data available on interactive dashboards can be helpful in aiding these transparent communications between finance and other departments. Looking to the Future From this research, it is clear the change of finance function from accounting to business performance is already underway for many businesses. For businesses that hope to remain competitive, it is imperative that finance is utilised to drive business performance through data-driven decisions. CFOs play a key role in implementing these changes and guiding businesses into a more productive and profitable future. 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

Discover how businesses can navigate volatility, uncertainty, complexity, and ambiguity (VUCA) by integrating ESG principles, sustainable innovation, and conscious capitalism for long-term succes Embracing VUCA: How Businesses Can Thrive in a Rapidly Changing World Discover how businesses can navigate volatility, uncertainty, complexity, and ambiguity (VUCA) by integrating ESG principles, sustainable innovation, and conscious capitalism for long-term succes Published on: 8 Sept 2022 The business landscape has undergone a seismic shift in recent decades. We live in an interconnected age where change is swift, constant, and unpredictable. Technological advancements, social media, smartphones, and global events such as the 2008 financial crisis, the COVID-19 pandemic, and the ongoing Ukrainian conflict have intensified uncertainty and turbulence. In this environment, people are searching for stability and predictability. The term that best encapsulates today’s business climate is VUCA – an acronym for Volatile, Uncertain, Complex, and Ambiguous. What is VUCA, and Why Does it Matter? The concept of VUCA originated at the United States Army War College after the 9/11 terrorist attacks in 2001. It was used to describe the evolving and unpredictable global security landscape. Today, VUCA is widely applied in business to understand the complexities of modern markets. Volatile – Rapid, unpredictable change with unknown durations. Uncertain – A lack of clarity about the present and future. Complex – Multiple interconnected factors contribute to chaos. Ambiguous – A lack of clear answers or obvious paths forward. Companies that embrace the principles of agility, adaptability, and innovation are better equipped to navigate this unpredictable terrain. The Fourth Industrial Revolution and Global Warming: Twin Forces Shaping the Future The Fourth Industrial Revolution, driven by automation, AI, and digitisation, is fundamentally altering industries and societies. However, this technological boom coincides with mounting environmental challenges. Industrialisation and fossil fuel consumption have significantly contributed to rising carbon emissions, driving global warming and climate change. Fossil fuels account for approximately 65% of human-generated greenhouse gases, fuelling industries, transportation, and electricity. As deforestation accelerates to make way for urban expansion and agriculture, the natural balance of carbon sinks is disrupted, intensifying the crisis. How Industrialisation Impacts Society and Mental Health Since the Industrial Revolution began in 1760, global income levels and populations have surged. However, with rapid growth has come increased stress, mental health issues, and a relentless pursuit of wealth. The desire for bigger houses, new cars, and promotions often takes precedence over personal well-being. Studies show that economic growth, measured by Gross Domestic Product (GDP), does not directly correlate with happiness. The World Happiness Report highlights that while GDP tracks tangible goods and services, it overlooks factors like mental health, community, and creativity. A balanced approach that values human experience alongside economic output is essential. Rethinking Capitalism: Building a More Inclusive and Sustainable Future Capitalism has driven innovation, alleviated poverty, and improved living standards globally. However, it has also widened inequalities and contributed to environmental degradation. To address these challenges, initiatives such as the Council for Inclusive Capitalism and Conscious Capitalism are redefining success by prioritising sustainable growth, social equity, and ethical leadership. The Role of ESG in Shaping Better Business Practices Environmental, Social, and Governance (ESG) criteria are transforming investment landscapes. Investors are increasingly screening companies based on their environmental impact, social responsibility, and governance practices. By aligning with ESG principles, businesses mitigate risks, attract ethical investors, and contribute to long-term societal benefits. Notable Examples: BP’s 2010 Gulf of Mexico Oil Spill – ESG failures cost billions and damaged reputations. Volkswagen Emissions Scandal – Governance lapses led to financial losses and public trust erosion. Creating a World Improvement Programme: The Path to Global Sustainable Development In 1992, world leaders gathered in Rio de Janeiro for the Earth Summit , resulting in Agenda 21 , a global initiative for sustainable development. Today, the 2030 Agenda for Sustainable Development outlines 17 Sustainable Development Goals (SDGs) to combat poverty, reduce inequalities, and tackle climate change. Businesses can play a vital role in achieving these goals by: Reducing carbon footprints Investing in renewable energy Promoting employee well-being and diversity Supporting local communities Organisations Leading the Way Forum for the Future – Accelerates the transition to a sustainable world by partnering with businesses and governments. Business Roundtable – Advocates policies that promote economic opportunity and job creation in the U.S. Council for Inclusive Capitalism – Drives inclusive growth and sustainable development. Conclusion: A Call for Conscious Growth and Sustainable Innovation As the world grapples with VUCA environments, the need for conscious capitalism, ESG integration, and sustainable innovation has never been greater. Businesses must shift their focus from short-term profits to long-term value, prioritising people, the planet, and prosperity for all. By embracing these principles, organisations can not only survive but thrive in an era of uncertainty, contributing to a more equitable and resilient 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