The challenge of change
My latest article for South East Business magazine
The full article can be found here
http://www.southeastbusiness.com/print-edition/november-2014
Managing Manufacturing Risk
I recently wrote a guest article for Zurich Insider detailing how smaller manufacturing companies could manage and mitigate risks to their business.
The article can be found here
http://insider.zurich.co.uk/market-expertise/managing-manufacturing-risk/
Visit to Number 10 Downing Street
It was very interesting to be part of the IoD Council delegation to 10 Downing Street last week.
A lively debate with senior Ministers was held.
Improving The Effectiveness Of Your Board
Improving The Effectiveness Of Your Board
How to Choose the Right Person to Succeed You Interestingly most organisations don’t succession plan very well. This probably goes back to the fact that many don’t do thorough risk management. Within a process of evaluating risks the issue of what happens to key staff should loom large. The chance of this happening, the effect of it, plus the proposed solution and who is responsible for carrying it out is essential as part of the risk management process.
This risk management is essential both in owner managed “family” businesses and particularly charities, where all too often the Director of Chief Executive leaves and the Chair is left holding the baby after the notice period has been served and before a new incumbent can be found. This places even more pressure on the recruitment process and the temptation to “cut corners”. In a family business it’s key to be developing family members over a long period of time so that they can build up the knowledge and experience to be a success in the roles they and the owner would want them to do. It’s also essential that they are supported by the right cadre of senior staff to make their appointment a success.
Risk management should be part of the “Management Review” system that is built into the processes and procedures that determine the operation of the enterprise. So the key to start with in succession planning must be to have evaluated the risks to the enterprise of key staff leaving and have a plan in place both temporary and long term to manage it. Both the Chair and The Chief Executive should discuss this at regular intervals to determine strategy.
When a key member of staff leaves it’s not always straightforward that the individual is replaced by a “clone”. It could be an opportunity to change the management structure or bring in someone with a different set of skills and approaches that will help develop the enterprise strategically. Aligning the recruitment to strategic direction is key. “Buggins’ turn” or promoting from within or grabbing someone quickly from outside will not do.
The 9 Keys to Effective Succession Planning
1. Have key staff positions as an integral part of the risk management process
2. Evaluate and quantify the risks of losing key staff
3. Have a plan in place to deal with those risks that is in alignment with the strategy of the enterprise
4. Structure times to regularly review the plan
5. If it happens take the time and effort to manage the recruitment (or promotion) process properly
6. Make sure that the definition of the role and the experience and personality of the person to do that role aligns with the strategy
7. Use external help or opinion to test and evaluate your thoughts and approach
8. Consider restructuring your team as part of the process. A person leaving can be an opportunity not only a threat.
9. Make sure that the person recruited fits the dynamic of the team and the way you want the team to develop.
Open Sesame – SME success for South East Business
My latest blog on the DMH Stallard “SME Rocket” is about a small business in Surrey with an innovative solution to help those confined to a wheelchair.
You can find the story here
http://smerocket.net/2014/10/09/sme-success-southeast-business/
Looking after the interests of the South East
My latest article in South East Business Magazine looking at the aftermath of the Scottish Referendum and the impact on the South East of England
The article and full magazine can be found here http://www.southeastbusiness.com/print-edition/october-2014
IoD South East Director of the Year awards
Nominations are now open for the IOD Director of the year awards for the South East.
The finalists will enjoy attending a marvellous dinner similar to the one we held at Pall Mall back in the summer. Lets hope that we get to see the best in business leadership again
You can enter here http://iod-awards.co.uk/Index.aspx
Interviewing key business figures
I seem to have created some sort of career interviewing people!
I have interviewed Charles Morgan former CEO of Morgan Cars and Stuart Garner CEO of Norton Motorcycles in front of a live audience at the Knowledge Peers Conferences at the Sadlers Wells Theatre in London. Both of them are passionate about British Manufacturing and the products that they make.
Here, I’m interviewing David Hodge the Leader of Surrey County Council for the DMH Stallard #fastgrowth event in Guildford during the summer. David was great at stirring up the audience and flying the flag for Surrey and the South East.
Notes from the Farnborough Air Show
My latest article in South East Business Magazine
The full article can be found here http://www.southeastbusiness.com/print-edition/september-2014
Promoting the three “P”s within IoD in the South East
It’s a great honour to have been selected to be the Regional Chairman and I’m busy now getting on with the challenge.
I will be making a point of getting out to branches during the year and seeing how branches are engaging with members and delivering events and activities. I’m keen to explore three main topics of interest during my Chairmanship, the thing that springs to mind with is is the three “p”s.
The first of these is promoting the “best Practice” of branches and promulgating these across the region. Although members are able to go to any event they want to, regardless of which branch they are members of, I’ll be looking to explore which events and programmes really work well and whether they can be run by all or most of the branches to improve the value to members across the region. We will also be working more closely with the London branches to make these more coordinated with our region as I know many of you are in London during the working day. London acts a focal point for us and is an easy place to travel to.
The second strand is one of improving our impact on Policy matters. The present government has moved activities from a regional to a more “local” level. Although we could argue that some of the “local” levels are almost the same size as some old regions and that Westminster still has a big hold on things. We will be comparing what branches are doing on the local policy front and encouraging engagement and also looking at what impact we can make if we work more closely together. We all know that the South has major issues with things like infrastructure, affordable housing and skills so we will be looking to make an impact in those and other areas.
The final area we will be working on is to “Punch our weight” with major stakeholders in a more joined up way. This may either be to obtain sponsorship for events across the region, promote regional/national initiatives that will benefit members or do more “combination” activities where branches work together. To me the IoD is about promoting the best standards in leadership to its members. We can do this at branch level by providing events and programmes that provide information or learning experiences that encourage a development of leadership skills and entrepreneurship.
It’s a hugely and enjoyable role to have and I’m enjoying working with the branch Chairman across the region to see how we can make a difference and help businesses of all sizes thrive and grow.
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