tag:blogger.com,1999:blog-49777388199569139292012-01-27T12:05:06.262ZOperations. Often the last thing you think about. Odd, because they can be the first reason you don't deliver. If you're in professional or financial services, or are a Not for Profit organisation, and think about HOW your organisation might be run more smoothly, this blog may be for you... We focus on your business needs, and make sure that your processes and way of doing things in your business work FOR you. As opposed to the other way round. And produce meaningful results. For you.John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.comBlogger1021100tag:blogger.com,1999:blog-4977738819956913929.post-62648059322221415962012-01-25T21:58:00.008Z2012-01-26T20:09:01.013Z

Well. I learnt something tonight which challenged the way I've managed eating bananas for years. More precisely - it seems that there might be a better, or at least different, way of peeling them... This revelation has also made me think again about my rather dismissive saying "pay peanuts, get monkeys. I've said it for years. Apparently I'm wrong. See, I've always peeled bananas from the top

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-22457155259865060142012-01-18T14:51:00.001Z2012-01-22T21:28:21.035Z

There comes in a time in every project when the going gets tough. You’ll have seen it, no doubt. Timelines are extended, milestones missed, and budgets broken. Teams get demotivated and sponsors frustrated. How many times have your projects suffered major setbacks, either in specifications not being met; deadlines being missed; budgets being busted; resources found to be incompetent; or

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-4286649855005940382012-01-11T12:36:00.004Z2012-01-11T22:55:56.809Z

If you're reading this article, there's a good chance you're interested in improving the way you 'do' things in your business. And the reason you’re interested matters. Not of itself, but because it’ll help determine whether you’ll be able to successfully identify a process to change, and make it happen. And sustain that change until you can improve it again. So, whether your 'interest' is

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-68356550877046448792012-01-04T09:37:00.000Z2012-01-04T09:37:00.840Z

Will your Business Continuity plan really work? You’ve spent the time to create a plan. Perhaps you’ve followed all the right steps. Maybe you’ve even used the Good Practice Guide available from the Business Continuity Institute – available here, if you haven’t, by the way: it’s a great tool.So, already, you’re ahead of most of the competition. Question is – will in work in practice? At Oakview

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-38794620290988973562011-12-14T18:51:00.003Z2011-12-16T09:15:26.575Z

Two-thirds (66 percent) of UK firms are not enthused about the value of their CRM systems, according to a snapshot survey of 252 UK firms asked about the performance of their CRM system by SAP consultancy De Villiers Walton. http://www.dvwsolutions.com/   Most rate the performance of their CRM platform as "average" due to being "slow" and "complex". A deeper look at the results shows that

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-27727104823504009082011-12-07T16:08:00.025Z2011-12-07T16:08:00.442Z

We've all done it, haven't we. Made assumptions that haven't been borne out in fact. Presumed things, without checking the circumstances. Expected effect and cause to be linked... So it was when I was tasked with feeding the kids their pudding, after we'd had dinner. Naturally, I expected the ice-cream to be kept in the freezer. And, I was right... ...except we have two freezers, and the two

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-46929493754516026952011-11-30T12:14:00.003Z2011-12-06T19:59:52.609Z

You're all set. You've spent these last few weeks and months planning for change. You know your business needs to change - it's a tough climate, and you need to your sales to be higher, your services more customer focused, or your processes and operations smoother and with fewer defects, and fewer complaints. What can possibly go wrong. As you walk the floor, or receive the latest reports, or

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-61317177128647846432011-11-23T12:01:00.010Z2011-12-10T17:20:47.329Z

Every businesses goes through it to some degree– spending money to buy (and presumably implement?) something to help their business deliver…improvements. CRM systems; back-office systems; process management systems – in fact, IT systems in general all fall into this category.  What to do? This posting explores the pitfalls of buying process-based systems, and passes on some thoughts born of

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-74552893950767061682011-11-16T11:59:00.003Z2011-11-25T13:03:22.328Z

Another day. Another early morning. Another plan to catch up. After all, you’ve got a stack of things to do, like that outstanding business development call, or reviewing your cashflow forecast, or hiring a new sales team member. Except you’ve got a problem. Here. Now. Processes. They’re the last thing to receive attention in your business. Strange, because they’re often the first reason your

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-59653563079884931872011-11-09T08:52:00.003Z2011-11-21T14:43:42.338Z

It's Monday morning. You've been at your desk for an hour before anyone else arrives because you've got a lot to do this week. Situation normal. You're approached by a member of staff, with a problem. Actually, and more specifically, it's a client who has the problem. Because something that should have happened, didn't. You're annoyed because it means unnecessary interruption - unnecessary

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-81398671930792084292011-11-02T13:06:00.052Z2011-11-25T12:50:57.854Z

Processes - pah! The way we should do things, and when they work perfectly…well, that's what they're for. A real nuisance when they go wrong, though - yet how many of us really look at and think about processes. This blog is the outcome of some recent work we've done - sharing the potential for good; and outling the harm that could be done to your organisation. Pertinent, in these straitened

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-10857941084514351512011-10-25T14:39:00.001+01:002011-11-14T00:16:34.323Z

...like this... Over the couple of weeks since being made redundant, the formerly high-flying executive was searching for things to do to occupy his time whilst job-hunting. He took time to observe his wife unloading the dishwasher over several days, making notes and constantly looking at his watch. Finally, she snapped and asked what he thought he was up to. "Easy" he replied "did you know

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-88611380898675495022011-10-18T12:23:00.002+01:002011-10-30T23:01:36.629Z

Presumably because you have a Project underway, or will have soon. Perhaps you don't have the resources, knowledge, skills, time or people to manage it yourself. Perhaps, as with some clients, you have a supplier who is providing something and you need someone on your side to make things happen as planned. Whatever your reason, and there are many, you'll want to get value for money. So. Ten

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-9654854411466889622011-10-11T16:04:00.001+01:002011-10-24T14:20:18.699+01:00

How much time do organisations spend on Awaydays, planning for their future? And how useful is it? This article suggests you spend more than you know, and less than you think! And that you could be wasting your time and money in any event. We suggest that the time spent preparing for, discussing during, and pontificating afterwards is often forgotten when estimating the cost. It's more than

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-13794083982870539412011-10-04T12:54:00.000+01:002011-12-10T18:53:20.198Z

Business Continuity - making sure your organisation can manage disruption without affecting its long-term future - is, like most things, quite a straightforward exercise. Today's post gives ten steps to making sure your business is more resilient. When followed - and adapted to your type of business and size of enterprise - these ten easy steps provide you with a robust plan. The question is:

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-39473717331180152642011-09-28T14:39:00.006+01:002011-10-16T21:45:54.868+01:00

It's a bold statement, after all. Especially considering the number of projects we've been involved in over the last thirty years, and the fact that they can be categorised into numerous buckets as diverse as post-acquisition mergers and pre-sale demergers; department outsourcing and rightsizing; culture changes; software upgrades; premises acquisitions, refurbishments and fit-outs; e-commerce

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-32787899676159670362011-09-21T18:15:00.001+01:002011-11-13T23:37:01.921Z

Oakview Consulting Ltd. We're consultants. Or are we practitioners? Did we understand the difference....when we started. Perhaps not. So the question is, do you? When you're looking to hire, do you think about who and what you want? Or just react and choose someone, anyone who or others know. And what is the difference between those who consult, and those who do. Consultants...well, consult.

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-42315503243593359822011-09-14T22:26:00.007+01:002011-10-11T22:53:19.367+01:00

...and why is it even important? Could it be the 'experts' trying to confuse mere mortals? Possibly...but actually, there's enough of a difference to make it a valuable distinction, especially with so many data management and IT businesses offering 'Business Continuity' when they really mean 'Disaster Recovery'. And even then, they mean data and possibly hardware and software recovery. Almost

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-73523358250026537412011-09-07T12:38:00.002+01:002011-10-24T15:55:58.002+01:00

...it doesn't change! That is to say, the process itself doesn't change, although the procedure should be adapted to fit the circumstances, and the means will reflect the culture and organisational structure. Or to put it another way: the steps you should follow to make change happen are always the same; the things you do may be different; and the things you use will reflect the business you're

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-42577347676760008372011-08-14T15:23:00.001+01:002011-08-15T08:53:46.922+01:00

It could be argued that Business Continuity practitioners don't care about the riots of last week. Of course, we care about the results - but the cause is immaterial. Contentious? Read on... Life has been pretty well disrupted in many areas of the UK over the last week, following the death of Mark Duggan on the 6th August 2011. After some initial lawlessness, barely contained by the police,

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-57665016306063305352011-05-10T16:00:00.002+01:002011-09-15T21:27:56.208+01:00

Not another list, I hear you say. Well, yes. Hopefully, though, one short and practical list of what and why you should STOP before you START! Simply - it's because too many people have a germ of an idea, get agreement to proceed, and get cracking. And fail. 70% of the time. I've seen it - oftentimes when I've gone in to help resolve the change that never happened. Or if it did, not the way it

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com2tag:blogger.com,1999:blog-4977738819956913929.post-25173463183394195612011-05-04T12:14:00.002+01:002011-12-06T12:17:26.542Z

Met a man today, with an amazing story to tell about how he recovered his business over the last two years, since a fire destroyed his business, and virtually his livelihood. What he does doesn't really matter, and in retelling his sorry tale, I've promised him anonymity. In a way, he should be proud of what he has achieved. Despite losing his factory, warehouse, and newly imported stock, along

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-4079320252472596642011-04-26T14:13:00.002+01:002011-07-31T21:13:05.043+01:00

In fact, there are only four things you can do with risks. Really. So, if that's all there is too it, then why is it such a big industry. And, why do organisations get it so wrong? The answer is surprisingly straight-forward. It's because those making the decisions do so either with insufficient regard to the information available; or to the outcome of the decision - and then inadequately

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-34537650473271059862011-04-12T21:14:00.002+01:002011-07-12T22:31:20.227+01:00

...identifying risks. Of course. But behind that bland statement is a real puzzle for those unused to Project Management. Just how do you identify risks when Project Management, by definition, means Change. A new environment. A different way of doing things, or being in different places, sometimes even with different people. One way is a blank sheet of paper. It's a baptism of fire, though,

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-70385024242287669902011-03-22T12:55:00.000Z2011-04-04T13:57:53.464+01:00

Projects, by definition, are about change. See almost any definition of ‘project’! Sadly, not everyone appears to think about projects in that light. Change is seen as an obstacle; people as hurdles; and stakeholders like customers, users or employees are seen as difficult. That way, Change is not implemented in any meaningful way, and any change that might happen is not sustained. Too

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com2tag:blogger.com,1999:blog-4977738819956913929.post-61521087240967846532011-03-10T18:21:00.001Z2011-09-16T20:15:58.766+01:00

...do you, for instance? This blog will argue that you do - but before you think that means always hiring external professional Project Managers (yes, like all of us, including our Associates!), think again. Internal Project Managers are just as, and in fact can be more, important - whether qualified or not. Let me explain... A project is defined by Wikipedia (accurately, with great references

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-31185259813001961662011-02-28T09:17:00.000Z2011-03-02T09:20:11.055Z

So – you’ve approved your project. In a few weeks or months, the new [process/IT system/ acquisition/ office move/quality standard – delete as necessary!] will be delivered. On time, to specification, and below budget. Right… Except that right now, the project is already one-third of the way through, and there’s little sign of real action. Could it be the planning phase, and things will

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-27333033546171451872011-02-21T16:10:00.000Z2011-02-21T16:10:00.542Z

This blog includes a straight extract from the ICO Newsletter dated February 2011 - although starts with a rail against excessive caution and the Law of Unintended Consequences! This new directive from the EU demands that organisations get user consent BEFORE deploying cookies. Think about that. What seems eminently sensible on the face of it will become a logistical nightmare that will probably

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-579284577725929182011-02-14T12:21:00.001Z2011-12-06T12:25:24.585Z

...a recurrent theme, you might think. After all, I've blogged about that before - only this time I want to focus on your direct business needs and business continuity thinking, rather than the much scarier insurer solvency issue, which still exists. Illuminating report in The Times on 13 February 2010 discusses the problems faced by Daphne Eddington and her difficulties in having her claim

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-82700154142104535612011-01-25T12:09:00.000Z2011-12-06T12:13:14.891Z

As a senior manager or business owner, you could be forgiven for thinking it a good idea to keep control of contingency planning and risk management – else staff, or worse, consultants, could run away with budgets and time. Yours… However, organisations could be running a bigger risk altogether – and so should not immediately ignore the big picture. A key step in any Business Continuity plan or

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-83911656859587036012011-01-18T21:50:00.000Z2011-03-13T20:54:31.300Z

…or, if you always do what you’ve always done, you’ll always get what you’ve always got! You may see your business as a million miles away from the NHS. After all, comparing your organisation with the fourth largest employers in the world – including the Chinese army! - could be seen as a little far-fetched. Unlike you, the NHS has a budget of more than £100Billion a year, and is undergoing

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-12929594262772832542011-01-11T09:45:00.000Z2011-02-11T10:01:17.079Z

...along comes the EU with further changes to legislation.... Actually, that's a little unfair. Things have changed dramatically since the last major Data Protection Act in 1998, both in the rise of the internet, ecommerce, and process and data management, consumer protection is probably a little out of date. Think about the changes seen in how organisations can collect and use data, through

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-30664761089754138692010-11-10T18:08:00.000Z2010-12-31T18:17:12.712Z

Why on earth would a client be interested in a supplier’s processes? If the consumer gets the expected result, there’s no reason at all. Of course, if the end result is below expectations, then the customer may want to know why there was a problem, and will want to know how it is put right. But normally, there would be little interest. You’d think it would be different from the supplier

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-12793379985831303932010-11-04T21:16:00.000Z2010-11-21T22:20:03.785Z

A quick way to bankruptcy, perhaps? A loss-leading promotion? Or a way to make your organisation work better… Of course, it’s the last – although there are plenty of people around who will help you spend money without providing any return on your investment, this formula will either make you money today, save you money today, or stop you losing it tomorrow. What does it mean? Simply that

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-75247639433637224672010-10-23T20:02:00.000+01:002010-10-28T17:12:08.208+01:00

There’s an old Indian (Native American) proverb which suggests that before you criticise someone, you should walk a mile in their moccasins. A cynic might suggest that’s so when you do criticise them you're a mile away - and you have their shoes. Consultants commonly suggest you ‘walk through’ processes for the prime reason, though – which is that until you experience what you’re suggesting,

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-46634107366405316442010-10-15T23:13:00.000+01:002010-11-07T21:32:43.599Z

Projects. Done for the right reasons, implemented using a well-designed plan, and measured against good quantitative success criteria, projects transform a business. Good project have the right people doing the right things for the right reasons. Project Sponsors can sit back knowing that they'll be kept informed of progress, and with the right controls, can be sure they'll be made aware of any

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-44406426586313605462010-10-06T21:51:00.000+01:002010-10-31T21:02:47.241Z

Discuss. Because processes are such an integral part of what we do, repeatedly, we want to the point of reviewing what we do. Against: Many organisations have Procedures or Operations Manuals, having developed processes over many years – so what would be the value of reviewing those? Especially as they will say they don’t have the luxury of time or resource to undertake the exercise; and they

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-28455347679234194122010-09-27T23:04:00.000+01:002010-10-11T23:12:00.701+01:00

...try to remember. Keep it simple! I'm working with a client whose processes and organisational skills are sometimes too intricately linked, and am reminded of a conversation between a father and his youngest son. Out of the mouths of babes and sucklings, this time came a salutary lesson... So. Youngest son says to his dad "Dad - how does my watch work". Not one to resist, the Dad sat his son

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com2tag:blogger.com,1999:blog-4977738819956913929.post-72344495188770066352010-09-20T23:56:00.000+01:002010-10-01T00:11:19.826+01:00

"Here comes Edward Bear now, down the stairs behind Christopher Robin. Bump! Bump! Bump! on the back of his head. It is, as far as he knows, the only way of coming down stairs. He is sure that there must be a better way, if only he could stop bumping for a moment to think of it" So begins the classic children's tale of 'Winnie-ther-Pooh', as Edward Bear quickly became known. And what does this

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-43876752361969155432010-09-13T12:39:00.000+01:002010-09-28T13:04:08.878+01:00

Typically, an organisation focuses on its sales and profit performances; whether its revenues are holding up or improving; whether its costs are being managed; and whether the net return is satisfactory against whatever measure is deemed most appropriate for the business. There's little wrong with that. Equally typically, operations is the Ugly Sister. The bit of the business that gets bogged

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-30656452476691930212010-09-06T16:05:00.000+01:002010-09-24T16:08:31.252+01:00

So - increasingly critical comments about the quickly escalating crisis that is the Commonwealth Games, due to start imminently despite such poor standards that many countries are ‘considering’ their position, and top athletes are withdrawing for many reasons. And, no doubt, they’re true… Outsiders will look aghast at the reports, and be critical of the organising committee. Unsanitary

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-30934269183752326432010-07-28T14:49:00.000+01:002010-08-18T18:58:24.520+01:00

It's an ever-changing world, with the speed of change increasing, seemingly daily. Driven by customers and underscored by competitors, organisations need to be constantly innovating; trying new things; experimenting with new products and services; improving efficiencies; cutting costs; increasing revenues. I've read somewhere (with suitable acknowledgements to whomsoever said it!) that "...the

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-5318904916590080352010-07-18T22:12:00.000+01:002010-08-01T23:13:26.998+01:00

There's a common perception that most projects fail - although funnily enough statistics are somewhat vague. Given that few businesses want to admit to failure, the data are probably flawed, although anecdotally we all know that too many do... So here's a few reasons for those failures, and some thoughts on how to manage them - it's not a definitive list, and a brief Google search will give you

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-43005838696108807032010-07-08T16:41:00.000+01:002010-08-01T21:25:47.723+01:00

Project Management. It's an art; it's a science; it's a pain - and it's bound to go wrong! Two views can get in the way of good project management...this one... A fairly humorous view of Project Management. ...and this one...which sadly is more common: Six steps to Project Management: 1. Enthusiasm 2. Disillusionment 3. Panic 4. Find the guilty 5. Punish the innocent 6. Reward non

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-3830313562150989662010-06-30T23:31:00.000+01:002010-06-30T23:32:06.845+01:00

I've blogged previously about the cost of quality here, and how it impacts directly, often immediately, and sometimes for a while, on your bottom line, through poor process or operational control. The longer-lasting challenge is that of reputation or brand, because it's hard to change perceptions of poor quality, yet so easy to lose it in the first place. And very hard to regain. Just think of

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-71394197537156200802010-06-28T22:52:00.000+01:002010-06-28T22:59:05.633+01:00

A major challenge for leaders is how to minimise destructive conflict and instill constructive disagreement and open debate, resulting in positive and managed action steps, building a future. Some thoughts on how to make that happen… Discuss Priorities Leaders must encourage team members to openly articulate individual and team priorities, thereby decreasing the likelihood of hidden

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-48468337362545458132010-06-22T21:30:00.000+01:002010-06-28T22:02:35.336+01:00

The most surprising thing about ‘trust’ in a corporate environment is that is receives so little attention at the top of an organisation – and yet affects the whole culture which is probably the most important aspect of a successful and long-term sustainable business or hot-for-profit organisation. It’s difficult to define – and yet easily lost. And little destroys an organisation’s trust in

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-90134360467595481502010-06-14T23:05:00.000+01:002010-06-24T23:17:15.614+01:00

Let's face it. So many of us, including me, advocate SMART as a basis for setting goals. In fact - I've gone further and suggested we make it SMART-ER by including more challenging and stretching goals - see here for an earlier blog. And yet. And yet...  Is it an aspirational methodology, or through overuse, a tired and thus uninspirational burden? Could there be something else...another

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-58875431978027034262010-06-08T21:35:00.000+01:002010-06-20T21:54:59.842+01:00

Could Operations be the profit centre of the future? All the pundits seem to agree on one thing from this month's emergency budget - public spending will be cut, and the only question is around the severity of those reductions. The consequences are likely to be less cash in the system, which given the proportion of public spending (more than 50% of GDP), is likely to hit revenues - whoever and

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-68146108849838787582010-05-27T15:52:00.000+01:002010-06-11T16:28:56.403+01:00

One of the 'big' themes during the campaign was David Cameron's vision of a 'big' society. It's one of the continuing themes of the coalition government, especially sitting well with the LibDems vision of self-help communities. However, there's a 'big' question, too - because there has to be a concern about the capacity and capability of some of the regional and local charities who might be '

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-20214307444599282452010-05-14T22:12:00.000+01:002010-06-21T18:41:30.938+01:00

We all know the cost of poor quality in terms of reputation and repeat work. It's easy to sport those instances where we suffer low standards. Two questions, though: do we recognise such problems in our own organisations; and do we know the problems they really cause?  There's a third - can poor standards be cured, before costs escalate or reputation suffers. Indeed, how many businesses know

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com1tag:blogger.com,1999:blog-4977738819956913929.post-39246509386695598472010-05-07T19:35:00.000+01:002010-06-21T18:42:27.764+01:00

So. Austerity. The new word and the new world order it seems. Even the G20, so long exponents of 'fiscal stimulus', must eventually accept the need to contain spending. And raise taxes... Which brings us to the purpose of this blog. If income is likely to be harder to come by, then profits will be hit - and it's time again to explore other ways of increasing that bottom line. Time to increase

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-82634150213459523942010-04-30T09:32:00.000+01:002010-05-21T09:41:51.849+01:00

Many SME owners and directors spend their time working in the business, and not on the business. There's always a problem that needs resolving, a challenge that needs facing, or an issue that demands attention. Solving today's problems takes time: time that could be spent planning your future. The result is that the business may not be getting the attention it deserves. Longer-term planning

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-8740908420715726572010-04-26T23:36:00.000+01:002010-05-21T09:32:26.964+01:00

It's a simple question, really. As a business owner, which are you? The answer, equally basically, depends on whether you work in or on your business. That's because if you work in it, you're effectively another employee working at the tasks in hand; if you work on it, you're shaping the business in the direction you've planned it, and working at the strategy of the business. Of course,

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-17395866404761321402010-04-19T14:32:00.000+01:002010-04-19T14:32:42.166+01:00

After long periods of bad news, and despite some uncertainty about the recovery, the latest HSBC Small Business Confidence Monitor shows 25% of business ready to make capital investment and 75% expect GDP to stay at current levels, or increase. After a long period without significant activity, some thoughts on areas business owners should consider to be prepared for recovery...for the long-term

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-80491182838269948202010-04-15T23:34:00.000+01:002010-04-15T23:34:43.773+01:00

Greater computer power plus lax data security –v- Information Commissioner penalties! Computer, data storage and data management power has never been greater, and if Moore’s Law still holds true, it’s likely to get more powerful, rather than less. Studies show that it has never been easier for organisations to store and use - or misuse - personal data they hold. One need only read the

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-28260619951617922512010-04-08T21:16:00.000+01:002010-04-11T21:43:14.049+01:00

The best-designed and articulated plans mean nothing if they aren't executed. Nothing, that is, except for the time and cost of producing them in the first case, and the damage it does to the self-esteem of a business, or its reputation amongst the staff and investors. It's such a big and well-known problem that books have been authored on the subject, and the famous consultant duo of Pfeffer

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-11127957209905526612010-03-29T19:17:00.000+01:002010-04-11T21:12:52.992+01:00

Organisations are continuing to put their customer information at risk due to an over-reliance on e-mail, according to recent research. Findings at major UK organisations have found that over two-thirds of businesses now rely on e-mail to retain their customer information, putting the viability of this data at risk should their e-mail networks or servers fail. It doesn't take much to imagine

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-14284235601428079012010-03-24T20:00:00.000Z2010-04-11T21:03:10.349+01:00

It can be confusing, I know - but with so many good people out there, and so many issues that your business might need help with, you can be forgiven for the inevitable confusion over whether you need a coach or consultant. So, in the expectation that others will have a view, here's my own perspective on the difference, and when one might be better than the other. Or even, to the surprise of

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com2tag:blogger.com,1999:blog-4977738819956913929.post-21274193077594914652010-03-12T12:31:00.000Z2010-03-12T12:31:00.293Z

Data Protection. Dull, dull, dull… Besides, they don’t really impact on small businesses, some think – and in any event, we don’t get things wrong in our business. So I’m often told by organisations…before they find out differently! But they know after the proprietors had too sign personal undertakings that they would put things right. Stable door, anyone…Take the case of Bellgrange , a

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-89367862413015738372010-02-24T15:44:00.000Z2010-03-09T15:49:50.595Z

The Data Protection Act 1998 is often seen by businesses as a real pain, and something which is ignored or left on the ‘too difficult’ pile. However, it could protect their business– and in fact may be more of a deterrent than restrictive covenants. One of the requirements of the DPA is that organisations collecting personal data must tell the individual involved what is being collected, and

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-51568867463177127952010-02-17T13:19:00.000Z2010-02-17T13:19:00.186Z

To many people, quality management and compliance are barriers to progress - and those that seek adherence to the benchmark are characterised as 'Sales Prevention Officers'. Perhaps that should be too many people see compliance and quality as intermingled and problematic... This article argues that the real problem is that so often the culture is not right, and a quality standard has been

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-83072824927006638932010-02-15T12:43:00.000Z2010-02-15T12:43:00.512Z

Interesting article from Harvard Business Review last week on the perils of focusing on managing your people's every move, arguing you should leave them to manage more, and concentrate on leading your business. Agree with that. Kind of...but, with only a hint of temerity, and perhaps because I don't pay for the whole article, I think they need to be careful with their soundbite advice! What do

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-60767962600519019552010-02-04T18:35:00.000Z2010-02-04T18:35:00.518Z

There are many times in an organisation's lifespan when the challenges facing those in control (often those investing, where small and medium-sized businesses are concerned) seem overwhelming As noted on the Oakview Consulting homepage, facing hard economic climates is hard enough, but executive positions can be lonely, too. It's a little like growing up. Those of us who can remember the

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com2tag:blogger.com,1999:blog-4977738819956913929.post-12501740037417800342010-02-01T20:24:00.000Z2010-02-01T20:24:00.393Z

One may wonder at such a bold statement - surely the news that we're climbing out of the worst economic setback for a century ought to be greeted with cheers, not doom... Yet R3, the Association of Business Recovery Professionals, warn that despite the apparent improvement, the worst may still be to come - and most businesses seem unaware of the looming problems Their Insolvency Lag report

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-29936646337930565712010-01-27T18:49:00.000Z2010-01-27T18:49:00.905Z

Been thinking about how one defines quality - and what the benchmark is. Or might be... There are any number of quality standards around, many with very good practices which could (should?) be profitably exploited by businesses and non-profit organisations. Dare one even say government... Oakview are currently involved in three different standards right now, including BS25999, ISO9001, and

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-90300194831808417622010-01-15T06:44:00.000Z2010-01-15T06:44:00.046Z

...at least NOT having Data Protection policies and procedures will cost you! Effective 6 April 2010, just in time for the new tax year, The Information Commissioner's Office can fine miscreants up to £500,000 for data loss. It also appears that... ...our friends at the HMRC will benefit because any fines paid will go to them. Of course, cynicism and the ballooning public deficit apart,

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-62159387275660992432010-01-05T13:51:00.000Z2010-01-05T13:51:54.097Z

...so says BIBA, the Insurance brokers' trade association in the UK. Their independent research shows that 45% of businesses have no, or only minimal, plans to deal with the effects of flood or storm damage. Amazing, given that claims from these two increasingly common events totalled some £3bn in 2007 alone, and there have been more severe incidents in 2008 and 2009. Their research goes on

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-55104268942294189702010-01-04T16:31:00.000Z2010-01-04T16:31:00.238Z

So. A New Year, and traditionally a new beginning. It's a typical time to take stock and make resolutions to change things - although one might argue that tying change to a future date is simply prevarication. This line of reasoning presumes that people can take a decision and make things happen without a specific spark - and in reality, many people do need a trigger to get going. And the

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-52931948745278309302009-12-28T20:37:00.000Z2009-12-28T20:48:24.073Z

...worried yet about climate change, and whether it will yet affect your business? I mean, apart from the now annual flooding in all parts of the UK? A report from The Times, in one of those 'perhaps' forecasts from scientists, tells of major societal change which affect you, your business, perhaps even your livelihood, within the next five years... In particular, amongst the real HG Wells

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-4347615917003338312009-12-21T20:01:00.000Z2009-12-22T21:57:53.404Z

If there's one common thing that businesses seem to forget when facing a crisis, it's communication. Not just any communication, although, because sometimes too much is not good either. And the impact it has on an organisation's reputation can be long-lasting, and thus immeasurable... Previously, we've had examples in this blog of instances where communication has damaged reputation, and now we

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com1tag:blogger.com,1999:blog-4977738819956913929.post-9983566821853410002009-12-18T11:15:00.001Z2009-12-18T14:15:12.656Z

Make Cruelty to Children stop. FULL STOP. No Christmas cards from Oakview Consulting - but some donations to the NSPCC - children deserve christmas, too. You can help... Happy Christmas, and a prosperous New Year to all. John Posted using ShareThis

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-74180474100493574562009-12-17T16:11:00.000Z2009-12-22T21:59:00.144Z

...it is, after all, Christmas. When it should snow, according to Bing Crosby, amongst others. The fashionable question of the moment is to ask whether organisations have done enough to manage the impact of any major snow, such as that forecast a week ago. Or falling now... At least, according to a train driver friend of mine, the railways are much better sorted and able to manage than could be

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-90689662096813908232009-12-14T22:15:00.000Z2009-12-14T22:15:57.890Z

Was it only this morning that I blogged about a coming credit crunch - and here's Obama telling his commercial banks (or, rather, the US commercial banks. No nationalisation over there) to lend more to small businesses. How long before Gordon says the same thing. After all, we're probably suffering as much as the Americans, and more than the rest of Europe. Except for Greece maybe. So. About

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-11549125696798836862009-12-14T18:26:00.000Z2009-12-22T21:59:37.694Z

...comes another, perhaps more deadly, version. Banks and governments have spent a lot of money promoting lending, particularly to the SME sector, and the UK Government EFG has enabled banks to lend to creditworthy enterprises. So far, so good... although the take up has not been massive, it has allowed some funding to be provided. And, of course, the banks are quick to highlight the increased

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-61783210158967787142009-12-10T18:41:00.000Z2009-12-10T18:41:00.425Z

...gets done. So the mantra goes, anyway. Their are legion examples where that seems to be true. Banks, in the news at the moment, are or were classic examples: by rewarding short-term gains with immediate cash bonuses, they 'trained' their staff to ignore longer -term or strategic problems, and even though any bonuses paid now are more likely to be stock-based, and linked to continuing profits

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-15225195952491636412009-12-10T00:35:00.000Z2009-12-10T00:35:20.635Z

Anyone reading management books on goal-setting, certainly in the last twenty-five years, will have come across the acronym SMART...but which of us extend that to a SMART-ER regime? Although many instinctively react against much management speak, admittedly with some justification, this approach has always worked for me - partly because it helps in setting goals, by forcing one to fully consider

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-62199496304378927832009-12-07T20:40:00.000Z2009-12-07T20:51:11.192Z

...with apologies to Diana Ross, of course! A simple question, of course, but one rarely answered- because it's not an easy answer for many business owners. How many of us have planned for our future (and I obviously don't mean that I've moved into pension planning!) by sitting down and really thinking through where we might be going. And as an experienced business owner once said to me 'if you

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-61875922333280217722009-12-01T15:52:00.000Z2009-12-01T15:52:29.091Z

An interesting post from Mike Harrison via Linked In SME Academy, balancing my 'blog of 11 November about the dire - and worsening - credit insurance position. Credit insurance scheme ’still not working’ Also see the Perkins Slade review from Associate Director Sally Del Principe - will the government listen... The Dubai situation won't make things easier, with the government disowning 'their'

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-19367230558816504022009-11-25T18:38:00.000Z2009-11-27T18:41:01.717Z

According to Elton John, 'sorry' is the hardest word. Actually, I think that's wrong. Saying 'no' is harder. And as a consequence, people find other ways of declining an invitation or business proposal - ways which often are patently untrue or so obviously ludicrous, that they undermine trust between potential partners or current workmates. Yet it shouldn't be as hard as it seems. Recipients

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-74459475197022735622009-11-20T11:26:00.000Z2009-11-20T11:26:14.581Z

It's an oft bandied phrase - let's implement 'best practice', like some kind of panacea to all your ills and challenges. Except... ...except that 'best practice' is rarely the right approach, and often not even feasible. Examples are legion, and there are four issues to think through before setting out on this route: Is it even right to think of the 'solution' as 'best practice' anyway? who says

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-62363021309182056912009-11-13T21:45:00.000Z2009-11-13T21:45:41.278Z

Whether it's global warming or 'only' severe storms, this weekend promises to be climactic, according to the BBC warning here. Notice the fifth paragraph: Haywards Heath is 12 (yes, twelve) miles from the sea Four units on an industrial estate So, it seems that wherever you are in this island, water will get you. Ask the residents of Worcester, or businessmen in Sheffield, and they'll tell you

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-33076973981019195522009-11-11T18:43:00.000Z2009-12-01T15:53:24.159Z

Despite billions of QE (quantitative easing) courtesy of the Bank of England, large government (that's us, people) investment in banking and profits high enough to warrant large bonuses, again, to investment bankers, there is still not enough credit available to fully oil the wheels of industry - and with the Christmas stocking season well upon us, it's the smaller businesses which will suffer.

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-49753687363258272752009-11-09T21:54:00.000Z2009-11-16T23:00:11.892Z

Part of Business Continuity Management is reputational risk management - and one wonders how much consideration pushchair manufacturer Maclaren gave to that before announcing their recall of US sold buggies...before capitulating and extending a similar offer to their UK customers... Brings to mind a certain Gerald Ratner and his and his company's downfall. Can you be sure you think through

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-49331654043486953692009-11-04T22:50:00.000Z2009-11-04T22:53:07.637Z

Many people see Business Continuity as a necessary evil, although many more don't see it as a business need at all. More fool them, I say...and ask whether there is a different way of viewing the whole concept. For example, using Herzberg's 'hygiene'/'motivation' theory as a guide, we could perhaps think of Business Continuity as having two prime focuses (or foci?): those of 'maintenance' and '

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-64587264870446769422009-10-30T17:12:00.000Z2009-10-30T17:12:10.471Z

is probably what 800 businessmen and private subscribers thought about their BT phonelines. Until they had 1 kilometer (yes, that's right) of underground cable stolen overnight, and that many people were without landline communication. Tell me again why Business Continuity is something you don't need because it'll "never happen to me", when thieves are so either desperate or innovative that they

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com1tag:blogger.com,1999:blog-4977738819956913929.post-60151535475645596122009-10-27T14:54:00.000Z2009-10-29T15:27:39.941Z

Supply Chain vulnerability is something I've posted about before - albeit through my August newsletter - and remains an area where most manufacuring and importing businesses remain most at risk. In fact, this is not a recent issue, and has been debated for many years, particularly as just-in-time techniques have gained favour. In fact, research undertaken by Messrs Craighead et al demonstrates

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-10738323498771370262009-10-23T13:18:00.000+01:002009-10-29T12:21:54.276Z

Apparently, Lord Sugar would like to meet me...so the blurb said - so I went to see him. Along with probably 250 others, at the East Midlands Conference Centre in Nottingham - and admittedly in a sceptical frame of mind, having watched one (only one!) Apprentice show, which turned out to be pretty much like any other. Ritual humiliation of people too immature or young to know better...

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-49547869016164872092009-10-20T13:13:00.000+01:002009-10-20T13:17:03.970+01:00

...an excuse for massive layoffs? Originally proposed by Michael Hammer in 1990, this was originally seen as a great way to cut out waste through reviewing and improving processes, based on Hammer's view that most processes did not add client value. However, it is too often used as a pretext for cutting costs, mainly through swingeing redundancies - not the original aim posited by Hammer.

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com1tag:blogger.com,1999:blog-4977738819956913929.post-31273696883717384642009-10-14T23:44:00.001+01:002009-10-17T20:57:07.926+01:00

Lot of talk on several blogs - and various LinkedIn communities, too, about the seeming intransigence of bankers these days. Nostalgia has a big part to play - because it was different in my day. Of course... Seriously, though, 'when I were a lad', bankers were given local authority, often were a part of the 'senior' local community, well-trained (I can only speak for Barclays where the

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-11839020472834831712009-10-11T20:33:00.000+01:002009-10-11T20:33:47.113+01:00

Even if your staff know your business has a strategy plan - do they care enough to want to make it work? Are they involved enough to want to care...  The power of a well-formed strategy, properly communicated and well executed, is plain. Witness the leaders in any given industry or sector, and compare them with the laggards - whose strategy works best? Compare Ryanair with MyTravelLite and Go,

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-82902434416161316452009-10-07T20:29:00.001+01:002009-10-07T20:45:54.698+01:00

A perfect complement to my earlier post on 'Strategy or Implementation' - see below. The COO's Bulldog gives a different perspective, pointing out that good project management needs to be made to happen - and those who embark on such without realising the cost or RoI are stepping into a big void. Shared via AddThis

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-1729146419934830232009-10-06T22:42:00.000+01:002009-10-06T22:42:08.702+01:00

Go Understand Disaster Recovery Shared via AddThis

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-12073363033372305612009-10-06T10:29:00.000+01:002009-10-11T19:44:21.541+01:00

...the BBC have reported the impact of a gang of cyber criminals in Ukraine attempting to steal 300,000 euros online, almost successfully. However, we don't know the total amount of cyber fraud - be definition, even if all incidents were reported in the public media, although some estimate up to £12bn across Europe in 2008. The number of similar stories is definitely on the rise, and thus it's

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-2116806882662036032009-10-05T23:23:00.000+01:002009-10-11T19:46:31.888+01:00

...all business plans should start with the end user in mind. Although all plans need to have a similar structure, each category of reader will look for different things - and your language and focus should change slightly for each. However, there are fundamental issues that need to be covered whatever the objective: The main selling point of your business - described in terms of providing a

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-34826363441500219132009-10-02T13:41:00.000+01:002009-10-11T19:48:05.598+01:00

A worthwhile debate, or has the battle been lost... Just pondering whether strategy is the prime issue, or its implementation which counts. Business schools, and it seems many eminent gurus, consider that appropriately analysed strategy ensures clarity of purpose. They're right. Of course. However, without focused and excellent implementation, it's an often illuminating and intellectually

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-33895476255722391582009-09-27T20:27:00.000+01:002009-09-27T20:27:42.354+01:00

I lost (or had stolen!) my mobile phone today, whilst watching Superbikes at Silverstone - and the hassle involved in getting a replacement handset is nothing like I'd feared. Good old Vodafone - on this occasion, anyway. They barred my phone immediately, and confirmed that if some honest soul found it, I could have the SIM reactivated; have confirmed that any local Vodafone store can give me a

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-73678921755676284092009-09-24T12:24:00.000+01:002009-10-11T20:22:41.514+01:00

... almost three quarters of businesses are becoming more confident of their future say banking giant Santander in a recent survey, despite twice as many businesses making less money than more money in the first six months of the year. Perhaps unsurprisingly, businesses cite profitability, revenue and forward orders as important factors, and more surprisingly, fewer than 2% consider that

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-63241923804542463692009-09-19T20:44:00.001+01:002009-09-19T20:44:08.836+01:00

testing ping updates!

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0tag:blogger.com,1999:blog-4977738819956913929.post-71032875649993233592009-09-14T21:19:00.000+01:002009-10-11T20:23:20.935+01:00

...a potent mix. Wonderful when working well, and a nightmare to manage when not. Do you, when dealing with your team or reporting up the line, make sure that you concentrate your critiques and criticisms on the issues and not the people. So many messages that need to be given to people, both positive and more frequently negative, focus on the individual - obscuring the real challenge or praise.

John Wadehttp://www.blogger.com/profile/17087698604919422325noreply@blogger.com0