Business Transformation: Are you the hammer or the nail?

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Perhaps the title for this post should be ‘Why organisations resist change’ but in today’s pacy business environment, change is the standard against which the business agility of companies is measured. In the words of the Borg, ‘resistance is futile’. Yet change doesn’t happen easily.

Despite reports of the upswing in the UK economy, the financial pages are littered with examples of organisations who failed because they couldn’t or wouldn’t change. In reality, business transformation occurs because a) there is a burning platform and the business must change to survive; b) external forces such as competitor activity, technology or customers require it; or c) the board genuinely want things to be different…(see reasons a and b above!)

Of course, business transformation is not something binary, nor is it transactional. People matter, and if your aim is successful corporate evolution, it’s important to have the right people making the right changes at the right time. Change is relatively easy if you are the one inflicting it. Not so much if you are on the receiving end. Which is probably why some organisations resist change so successfully, by the time the burning platform is in sight, it’s too late to call for rescue.

So how do successful organisations bring their employees along with them? Much as the CEO might want to embed change by dint of a strong personality, stakeholder engagement is key if you want the change to stick. But is it enough? Tempting though it might be to adopt a hammer approach, your people aren’t accessories in a hardware store!

Really transformational business change targets leadership, but also engages people across the organisation, while making sure that organisational structure and key enabling processes such as performance management align with the future vision for change. As well as making a rational case for change, stellar organisations also create the ’emotional’ case – to enable people to connect with, and buy into, the new reality they are facing. Their leaders become role models of the change – not simply paying lip service, but actually demonstrating the change they want to see – in everything they say and do. Most importantly, they stay focused and stay the course. Change is inevitable. Failure to change, doesn’t have to be.

Retail Therapy: What you say to customers is just as important as how you say it…

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On the high-speed up to London this week – a totally hilarious announcement from the train operating company. ‘We apologise for the lack of available seating on the train this morning. This is due to excess passenger loading’.  What on earth!? Apart from loud guffaws and wry smiles from the passengers,  this maladroit message got me thinking about the importance of corporate language.

In advertising speak it is called ‘tone of voice’ but in an increasingly connected world, what you say to customers is just as important as how you say it.  A badly worded customer message is as likely to be trending on Twitter as a bake-off recipe – only the results are probably not as tasty.  So how can companies get it right?

Know your customer!

Yep, this is pretty obvious, right?   In retail it’s key that your ‘message’ is consistent across all customer touch points whether in the real world or the virtual one. Increasingly this means that organisations are reliant on robust customer data.  The rise of Omni-channel retailing is challenging CMOs everywhere to think carefully about how they spend their budget in order to improve the bottom line. Continuing to bombard your customers with those annoying internet adverts long after they’ve purchased the actual item in question can be detrimental to your brand, and will disengage your target market.  So data is a vital ingredient in keeping the message fresh and relevant.

Integrate, then innovate!

In the absence of a complete, accurate view of your customer base across your sales, CRM, campaign management and delivery mechanisms, you are simply keeping fingers crossed and hoping that the right message is getting through at the right time.  The stats I’ve seen estimate that 20-30% of operational expenses are directly related to bad data.   This is because poor data quality drives bad market intelligence, which in turn magnifies the inaccuracies of your strategic marketing decisions.  Having a marketing strategy with data quality at it’s cornerstone,  and a business plan that integrates IT and creativity, can mean better customer information, and a more finely focused way of engaging and delighting your audience.  No point in spending big bucks on advertising if the message is wrong.  You will just annoy, instead of inspire.

Customers are the lifeblood of any retail organisation.  So what you say is as important as how you say it.  In the words of Michael leBoeuf : ‘A satisfied customer is the best business strategy of all!’

Retail Therapy: Why technology is no substitute for customer service…

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It could just be me, but I’m beginning to notice an alarming retail trend.  Smartphones may have revolutionised communication, but I’m not so sure about the inexorable rise of the SMS notification when you’ve ordered something online.  On one hand, it’s hard to object to this type of customer interaction. Today’s tech-savvy shoppers are far more demanding.  It’s a rapid reassurance that what you’ve ordered has been acknowledged, and is on it’s way.  Deployed correctly, it can help to build trust in the brand and connect the dots between  internal operational systems and customer touchpoints.

Online grocer, Ocado have this down to a fine art – I know exactly when the monthly shop I’ve ordered will arrive, the colour of the delivery van and the name of the driver.   SMS has other uses too. Having my bank statement texted to me every week helps serves as a timely reminder to help me keep track of my spending.   So too, knowing well in advance that the Dover:Calais ferry has been delayed allows me to adjust travel plans accordingly.

So far, so good…  That is until it all goes awry.  I was sharply reminded of the pitfalls of technology when I unexpected received an SMS giving me notification that my ‘goods’ were going to be delivered on Monday.  Said goods were actually a champagne ‘thank you’ from a colleague and were of course, intended to be a surprise.  Well, surprise spoiled by SMS!  Hmmm… Within minutes another SMS saying the goods were definitely going to be arriving on Monday – this time from the logistics company despatching the order. Hmmm… Of course, they didn’t, much to the annoyance of my colleague who had paid a premium for a ‘named day delivery’.

Net result.  A new customer who is angry and disappointed.  A potential customer who waited in on delivery day while her champagne languished in a depot in Ashford!  And, a complete lack of trust in the company who supplied the goods.  And no follow up from the company, even when they realised something had gone wrong. This is the reason why machines will never rule the world!  Nevertheless I’m amazed by the number of times this keeps happening.  As sites like Etsy and Notonthehighstreet.com make online commerce more accessible to small entrepreneurs and their client base, automatic notification systems are multiplying like topsy.  Logistics companies are particular culprits!

The inherent flaw is that if you are reliant on a third party to despatch and deliver your goods, you have no control over how and when these reach your customer.  So having customer-centric systems is a vital element to this particular type of supply chain. Getting it wrong can damage your brand, and seriously affect your bottom line – critical if you are a small retailer, just as important if you are a large one. Technology might facilitate e-commerce, but it’s human beings that make the world turn.

 

 

 

 

I is for…Interim

© Vlue | Dreamstime.com - Rubiks Cube On Open Book PhotoIf you’ve been checking out my twitter feed, you will know that I recently had the extraordinary pleasure of being awarded ‘UK Interim of the Year 2014’.  Apart from abject surprise (I was in a shortlist of 20 accomplished nominees), followed by very real excitement (I won, I won!) it’s now back to reality. Still, I’ve spent the last few days thinking hard about what makes an interim.

I’ve been doing this now for almost 7 years, and while I’m always honoured if clients ask me to go permanent, interim is a deliberate choice. It gives me flexibility, the opportunity to work with multiple organisations and – assignments allowing – a fairly decent income bar the odd tax bill!  However, it’s not for everyone, so if you are considering this as a career path, here’s my advice:

1. Look before you leap!

It can be tempting to think of interim as a ‘stop gap’ when facing redundancy, or a change of scene if you are bored with your current employment. Resist the urge! Interim Management is a well developed discipline and it’s not for dilettantes. It can be very rewarding, but it can also be demanding, demoralising and difficult. Career interims are used to having gaps between assignment, and while such breaks may be necessary – see my post ‘H is for Holiday’  –  you need to be prepared to work hard to secure that elusive first assignment. And the second… and the one after that. You get the picture!  You also need a sufficient financial cushion to allow for bench time, especially if you are trying to establish yourself.

2. Be in the know!

It’s worth talking to interim providers, and those in the know. Here in the UK,  providers such as Alium Partners  and industry bodies like the Institute of Interim Management (IMA) offer courses on how to market yourself and what to consider when becoming an interim. Remember, when you become self employed, you will need an accountant to help you navigate the IR35 legislation, you will most certainly need professional indemnity insurance, and you definitely need marketing or web expertise.  Unless you are a super human with high capability in all these areas, you will have to invest in outside help. Getting your teenager to help you with twitter doesn’t count!

3. Expect the unexpected!

As an interim, the only constant is change.  Be prepared for client briefs to be vague.  For golden opportunities to be less than shiny close-up. For the assignment of your dreams to vanish because the sponsor leaves the organisation or they get bought by someone else who doesn’t see the need for interim. You will be expected to be problem solver, multi-tasker, and therapist on the Monday you start.  Tuesday you will be expected to make and take the decisions that no one else wants to… Hours can be long and clients can be fractious. You will have to meet organisational resistance with persistence, stakeholder cynicism with compassion. And you will always need to know when to exit the building.  I know, it’s sounding like the North Face already!

However, like many interims out there, for me the positive aspects almost always outweigh the negative. Being an interim means you can be an objective guide, helping management navigate knotty organisational problems. You bring experience of multiple organisations and specialist skills to companies who genuinely need your help.  And you get the satisfaction of knowing you’ve made a real difference.

 

 

Business Transformation: Ready, Steady…Stall!

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Recent headlines documenting the ongoing saga at Tesco bring to mind Lao Tzu, who wrote: ‘If you do not change direction, you will end up where you are heading’. No doubt many column inches will be devoted to the analysis of what went wrong and why. Did management ignore the warning signs within? Or did they simply fail to adapt and react to changing circumstances in their external environment?

Whatever the outcome, one thing is certain. If it is to appease shareholders and customers, Tesco’s incumbent CEO, Dave Lewis will need to transform it’s business, to do so radically – and in a short space of time. In this case, the £250m hole in Tesco’s finances, a property portfolio of large and unprofitable stores, and a devalued ClubCard and brand, are all powerful incentives for change. But, what happens when the organisation isn’t ready?

In my experience, things only change, when you do. Such change may be conceived in the boardroom, but it is delivered with and through the people inside the wider organisation. And this is where the challenges begin. I often say that business transformation is about psychology, not methodology. So it’s just as important to understand the ‘who you are dealing with’ as well as the ‘what needs to be different’. Just ask the team who are transforming the Co-Op!

Instead of charging headlong down the transformation tunnel, it might be wise to ask:

Is the vision clear?
Is the appetite for change genuine?
Are management’s messages consistent with their actions?
How ready is the organisation to make the change?
Do the resources and business conditions support change?

The greater the complexity of change, the more vital it is to understand where you are starting from. Otherwise, ready steady go ends up as ready steady stall.

H is for…Holiday

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In the life of all interims there comes a moment when you really need to down tools, step away from the laptop and take an enforced break.   I say enforced, because if you are like most of the career interims I know, down-time is usually reserved for finding that precious next assignment. Holidays are spent catching up on admin and updating your social media, not spending time feeling the sand between your toes. Oh horrors, did she mention the H-word?

Of course, there are several schools of thought here. Some interims view holidays the same way they would raw oysters – an experience to be gotten through in one gulp.  Personally, I’m a firm believer in the power of pause – both during and between assignments. Reaching burn-out because you’ve done an 18 month stretch of 18 hour days is life-shortening, never mind career-limiting. Not good for you, or your clients!   

So, how can you make the most of your holiday – without going into serious meltdown because you’ve been on your surf board, instead of a job board! Here are a few of my top tips:

Step away from the smartphone!

In an ever connected world, it’s tempting to scan emails, text and update social media on an ongoing basis. So in order to switch off, switch off! Literally. The world is not going to stop revolving because you haven’t checked your voice-mail.  Trust me on that one!  Still, you may need to be contactable at least part of the time you’re on holiday, so ration yourself to a short period at the beginning and the end of your away days to check in and check up. Make sure that your clients know how to get hold of you in a real emergency. It goes without saying that your ‘out of office’ should also be up to date!

Happiness is an app called Hootsuite!

I use an app called Hootsuite to schedule tweets and blog updates when I’m on holiday. It’s a social media management tool that works with social media channels like Twitter, WordPress, Google+ and Facebook.  Useful when you are on assignment, even more useful when you would rather be seeing the sights instead of checking out Linked-In. 

Mind your Ps & Qs!

Now, I don’t mean etiquette here… for me, holidays are valuable opportunities to prioritise ‘Peace and Quiet’ – the chance to set aside some time for reflection and planning.  I usually get my best insights when going for a solitary walk on the beach. But whether it’s sleep, sunbathing or sipping cocktails in Bora-Bora that does it for you – relaxation is a powerful tool to recharge your thinking, as well as your interim battery!

So, what do you think? Are holidays heaven or hell?  Answers on the blog, please…

Lisa Bondesio is a career interim and founder of Chiridion Consulting. She will be spending this summer on holiday.

G is for…Gorilla-sized goals

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If you can answer the question: ‘Where does a gorilla sit?’ then you probably get the reference in the title of this blog.  More on primate hierarchy later, but first things first...

This blog is about goals.  Gorilla-sized goals to be precise.  Big. Hairy. And a little bit scary.  Well, as an interim, if you don’t have a goal, how will you set direction for your business and set yourself up for success.   You may no longer work in a conventional sense within an organisation, but that doesn’t mean you should chuck out sound planning principles when you are no longer a corporate wage slave.

And that is exactly my point.  Goal setting helps you to plan for a number of eventualities.  Unbridled success (yes, it has been known to happen), a period of down-time, a sudden shift in your industry or working abroad.  Having a goal and working towards it means you are more likely to succeed because every decision you make, and every assignment you take should move you closer to the realisation of that goal.  More importantly it helps you to stay in charge of your own destiny, which is, after all one of the reasons you became an interim, isn’t it?

So here are my top tips for goal setting:

Focus feeds success.  Interim is your livelihood, so be clear and precise about what you want.  Yes, it seems obvious, but if you don’t set goals, how on earth are you going to know how to succeed and whether you have when you get there.

 Big it up, banana!  Yes, really!  It’s perfectly possible to super-size your goal.  Whether that is to earn a six figure salary within twelve months, or to grow your client base by 50%, or network 10 times a month.  The type of goal (animal, mineral, vegetable) isn’t really important, the fact that it takes you outside your comfort zone is.  As the late Steve Jobs, Apple CEO once said: ‘I want to put a ding in the universe’.  That’s a pretty ambitious goal by anyone’s standards, but if your own goals run to something a little more modest, that’s fine too.  It’s the stretch that matters.

Feed and water regularly.  The one thing I know for sure about goals is that they change over time.  What you might aspire to at the start of an interim career, can look and feel very different when you are more established. So it’s important to take your goals out of their cage periodically and examine them.  Are they still relevant to your industry, client base, life-style?  If not, there’s no shame in retiring them for a shiny new set.  Personally, I review my goals about once a quarter.  Extended plane or train time usually works best for me.

And finally…for those of you wanting to know where a gorilla sits?  Exactly where it likes!  So, if you’d like to be king of the interim jungle, get busy with those goals.

Lisa Bondesio is the founder of Chiridion Consulting. An interim and consultant she provides common sense to corporate clients in times of transition. Her personal gorilla sized goal is to be able to run a marathon by the end of the summer!

F is for…Facebook

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Apparently the optimum number of Facebook friends is around 150.  This research is based on an anthropological study that suggests outside of a core group of 5 ‘insiders’, you are unable to maintain a high level of personal contact with the other 1,145 people you play Farmville with!

So, is Facebook relevant for today’s modern interim? Well, the answer really depends on what type of interim you do for a living.  Ever since Facebook started advertising, many corporations have jumped on the ‘friend-me’ bandwagon – seeing this social network as a way to engage customers and build brand loyalty by connecting with them in their leisure time.  I don’t know about you, but I really don’t want to be BFFs with my broadband provider or energy supplier.  I just want the 24 MB speed I’ve been promised and a tariff that reduces my monthly utility bills!

That’s not to say that Facebook isn’t a useful medium.  It’s informality and ‘like’ features mean that FMCG brands like Marmite and Innocent can build a huge following. They can also use the information about their followers to shape future marketing campaigns and identify consumer trends, so… exercise some care when you press that ‘like’ button.  Global consulting firms such as Deloitte and KPMG also have presence on Facebook – they do it because it connects them with a talent pool they might not otherwise reach.  Again, there is a brand building element here – targeting the Gen Y workforce of the future means you must catch them where they play.

This is all good stuff, but does that mean you should do it?  I’ll go back to the first question. It depends.  Personally, I don’t and won’t have a Facebook page that represents my business. Why?  Well, I have a web-site, business blog and twitter feed (@lisa_bondesio) for that purpose. I raise my profile by being a guest writer on the Interim Hub.  I keep my personal life extremely separate from my professional one for good reason – and I’m not talking about the photos from my last summer holiday here – but you get the point.  This is also the reason that I don’t ‘friend’ my clients – I connect via an appropriate business channel such as Linked-in.

I’m not an FMCG brand and I am not in the business of recruiting graduates from top tier universities.  I’ve made a conscious decision not to use Facebook, instead of blindly following the herd. I am definitely not a fan of ‘Me-too’ Marketing! I have colleagues who have taken a different tack, but they are photographers, designers, therapists, coaches  – what they do is an intimate part of who they are, and therefore Facebook is appropriate as a way of marketing  their business.  It’s also a great place to post pictures of your work, so can be a boon to those of you who earn a creative living.

Still, like any online medium, consistency and content are key dimensions.  If you are going to utilise Facebook, then be sure that you are updating your page regularly, and that any content is relevant.  Also, don’t bombard your real friends (you do have those, don’t you?) with requests to become fans of your business page, or to ‘like’ your content.  It’s a sure fire way to become Billy-no-mates overnight.  My advice, keep your friends close and your clients elsewhere.

Lisa Bondesio is the founder of Chiridion Consulting. She provides common sense to corporate clients in times of transition and specialises in business change, strategy and stakeholder engagement. She does post her holiday snaps on Facebook, but only the flattering ones! 

E is for…E-mail

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Remember the days when carrier pigeons – and the odd postman – would carry correspondence?  Nope, me neither! These days e-mail is ubiquitous.  Even my 90 year old grandmother is online and tweeting.  E-mail is an instant way of getting your message across, and for the savvy interim – a powerful business tool and marketing channel.

Caveat sender, though.  Email can also be your downfall.  We’ve all heard those stories about the emails that go to the person they weren’t intended for because someone pressed the ‘send all’ button when they should have pressed ‘delete’…e-mail is an informal medium, but do your colleagues really need sight of your nudist holiday snaps?  Unless you work for a naturist magazine, I think you know the answer to that one! At a more prosaic level, e-mail etiquette – like giving good meetings and firm handshakes – is a necessary part of business life in the 21st century.  Best you understand the ground rules.

Rule #1: Tend before you send. E-mail is an instant medium, so think carefully before you press send on that all important pitch letter. There is nothing more annoying to busy people than individuals who feel it necessary to press send all when this isn’t necessary.  If it’s appropriate, do it. If not, direct your correspondence to the person who needs to see it, not the entire department!  E-mail is also far more casual in nature than formal business correspondence, but that does not mean that you need to throw spelling and good grammar out of the window.  I am amazed by the amount of text speak that passes for email these days.  ‘Mt you l8tr’ is appropriate for texting your teenage daughter, not confirming timings with the new CEO. And for goodness sake, proof-read any important emails – don’t rely on spell-checker.

Rule #2: Your signature is an advert. Yes, really.  It’s a perfect place to drive traffic to your website, put links to your latest blogs and invite people to connect with you via social media.  You don’t need to put your physical address, but an accurate contact number and mobile details are pre-requisite.  I know, this seem obvious, but I’ve lost count of people whose phone numbers are inaccurate. Even if you aren’t particularly IT-minded, it’s also very easy to add hyper-linked buttons for Twitter and Linked-in, or connect people to your social media pages.  Just check out the FAQ sections on their web pages.

Rule #3: Do what it says on the tin! If you are starting out as an interim – at least get yourself a domain name and an email address that sounds professional.  Greg-the-gator85@hotmail.com isn’t terribly impressive, unless you are wrestling reptile in a Circus.  It is perfectly acceptable to use your first and last name, as in http://www.greg-roberts.com or greg@robertsinterim.co.uk. It also makes it easier for people to find you when they type your name into Google.  The suffix ‘.com’ or ‘.co.uk’ doesn’t matter that much – the main thing is that clients and prospects can reach you if they need to.

Rule #4. SPAM is a four-letter word.  This is a no-brainer. By all means reach out to contacts and prospects with an email or e-newsletter.  However, be absolutely sure that your contacts want to receive this.  Make it easy for people to ‘opt-in’ to your regular email marketing using free services like ‘Constant Contact’ or ‘Mailchimp’.

Stick to the rules, and you might find e-mail becomes an ally, not the enemy!

Lisa Bondesio is an independent consultant and interim.  She prefers short, spell-checked emails, but is far fonder of face to face contact with her clients and contemporaries.

 

D is for…Data and other disasters

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Picture the scene…

Hardworking interim slogs over strategically significant report for very important client (aka ‘Mr. Big from Cleethorpes’).  Suddenly, there’s a strange noise from the laptop. Pfft!  Whirr! Zut!  You know this is bad because the screen has gone blue and the reboot isn’t working.  You know this is bad because ‘Mr. Big’ wants his report by 9 am tomorrow, and you can feel your stomach churning as you begin to realise all your data has gone puff along with your PC…Sound familiar?

This very nearly happened to me.  I’ve used a bit of artistic licence, but if you know what happens when technology goes bad, you will know it’s both costly and debilitating to lose every single byte of data from your laptop or mobile.   In my case it took two weeks and serious money to recover the documents from my hard-drive, replace the laptop and purchase new software.  

The working life of an interim is one of self-sufficient intensity punctuated by moments of down-time.  Put some of that down-time to use and create support and disaster recovery systems that will help you run your business even if something terrible happens.  And if you don’t have down-time, hire a virtual assistant (VA) to do it for you.   Large organisations take this stuff very seriously, and so should you.

Some things to consider…

Safe as houses! How secure is your data?  Are your documents regularly backed-up onto a secure, external hard-drive or saved to the Cloud?  How quickly could you recreate your annual accounts, invoices and client documents if your laptop malfunctioned or was stolen?  What would it cost to replace your office equipment? Never mind iTunes, have you backed up the contact list on your smart-phone?  There are several low-cost applications on the market that allow you to do all of these things.  Peace of mind is priceless!

I.C.E., I.C.E., Baby. Nowadays most people have an I.C.E. (In Case of Emergency) number plugged into their mobile phones.   If you operate as an interim, you are more than likely working solo, so it’s advisable to have key contacts like your accountant, clients or next of kin listed in an accessible place.  If you got hit by a bus on your way to that assignment, how would your clients know where you were at on the project?  Do you keep detailed notes?  Is your filling system easy to understand?

Life happens.  Events such as debt, disease and divorce also qualify as disasters. At least two of them will seriously impact your earning power as an interim.  Are you managing your cash flow so you have enough saved to cover a longer stretch of unemployment?  Does your health insurance provide an income if you are unable to meet your client commitments due to illness?   Do you have a strong network of friends who will support you in times of emotional stress or personal difficulty?  Do you have a hobby that can provide an outlet when times get tough? 

Don’t forget your business support team either: IT specialists, financial advisors, accountants and virtual assistants can all help to smooth out those minor irritations that become major headaches if they aren’t handled properly.  Just because you work for yourself, doesn’t mean you have to do it yourself!

Lisa Bondesio is the founder of Chiridion Consulting. She provides common sense to corporate clients in times of transition and specialises in business change, strategy and stakeholder engagement. She backs up her data religiously!