Business Strategy

Organisational Management Review Launch

Change is ongoing in all businesses today, on some level. As the world advances, organisations must do the same to keep ahead of the tide. For some companies this involves small adjustments, however many are faced with large scale organisational transition, and they simply aren’t equipped to handle it.

The consequences of failing to manage change effectively are severe and far reaching – and considering that the rate of failure for change initiatives is estimated to be around 50% this is of major concern to organisations across the world.

To successfully handle mergers, acquisitions or any large-scale change in your organisation, you need a solid strategy, and a firm grasp of everything that is going on within the organisation from the ground up. If you want to address company culture, you need to fully understand the current culture first. …

Influencing people at work

The power of persuasion: building influence in the workplace

Have you ever wondered how some people seem to be able to persuade others to do anything? It can be awe inspiring to see this particular skill at work, but there are simple techniques that you can apply that will help you to build influence quite easily. Certainly some seem to have innate ability in this area, but there are plenty of influencers out there who have had to work on their powers of persuasion.

Here are some quick tips on how to build influence in your workplace: …

Talent Pipeline

Does Your Talent Pipeline Have a Leak that Needs Fixing?

Like an increasing number of managers or HR professionals, you might be discovering the growing importance of developing a truly watertight talent pipeline, and how this can positively impact on the long-term future of your company and your workforce.

Developing a talent pipeline involves a company creating a flow (usually involving a database and extremely good relationship-building skills) of interesting, relevant and qualified candidates who could be of benefit to the future hiring needs of a firm.

It also means creating a process for attracting, identifying and developing employees and teams, as well as having an effective leadership succession plan in place.

By having a database of potential employees, you

Finding positives amidst redundancies

Can you find any positives when managing after layoffs & redundancies?

As some sectors of the global economy are recovering from the financial crises that erupted in 2007, others continue to struggle. Recently the British steel industry issued a hard-hitting reminder and announced that more than one in six workers will lose their jobs. Companies of all sizes continue to be faced with tough decisions, often resulting in cutting jobs to reduce overheads. However, redundancies often bring a new set of difficulties for senior managers and CEOs.

In this situation, your main task is to keep your remaining employees motivated and ensure that they receive the necessary support to do their jobs well.

While often seen as a negative, reducing staff also offers organisations opportunity for change. If managed effectively, redundancies can result in more efficient processes, stronger leadership and happier employees.

Managing Redundancies

Too often redundancies result in nothing more than reducing the workforce and saving the related costs. If the existing workload continues without restructuring, this will result in your remaining employees being over-worked and stressed.

Your corporate strategy and goals will need to be adapted to manage and truly take advantage of the reduction in your workforce. The reorganisation can only be successful, if you have a strategy in place before the process is started. This involves evaluating the essential processes, workload and manpower before laying people off.

The strategy cannot be reactive, it must be visionary.

Women in Leadership: Anita Roddick

AnitaRoddickMuch has been written about the late, great Dame Anita Roddick, visionary founder of the Body Shop, ethical British business leader and socially-poised entrepreneur extraordinaire.

This could be partly due to the fact that she founded and grew one of the most iconic and successful British brands of the 21st century, starting out of a tiny shop in Brighton.

It may also be partly down to her inspirational style of leadership and the impact that her altruistic approach to capitalism and entrepreneurship left on her customers, employees and our society as a whole.

Whichever way you look at it, Anita Roddick remains one of the most innovative and influential British business leaders of all time, and rightly deserves the first slot in our new Human Insights blog series, “Women in Leadership”.

Here are even more persuasive figures: there are over 2000 Body Shop retail outlets in 52 markets serving over 75 million customers.
There are few other British brands that have enjoyed such a huge international success.

But what was Anita Roddick’s secret leadership sauce?

What was it about her leadership style that set her and her business apart from the rest?

What was it that drove her to build a business which enjoys such sustainable and long-term success, nearly 40 years later?

Above all, which leadership lessons can we learn from Anita Roddick and her Body Shop brand that can help us on our journey to business and personal success?

Let’s see.

She was an amazing inspiration to those around her… She was so ahead of the time when it came to issues of how business could be done in different ways… She was a true pioneer. – John Sauven, executive director of Greenpeace

Background

Anita Roddick was undoubtedly a business and social visionary of our time. She not only combined the powerful elements of entrepreneurship, strategic thinking and ethical leadership, she also truly believed that “businesses have the power to do good” and really lived her vision, without exception.

“That’s why the Body Shop’s mission statement opens with the overriding commitment, ‘to dedicate our business to the pursuit of social and environmental change'”, she is famously quoted as saying.

Before founding the Body Shop, Roddick worked as an English and History teacher and travelled extensively throughout the world, picking up experiences and first-hand impressions of cultures and traditions, which were a world away from her British roots.

She was also employed in the Women’s Rights Department of the International Labor Organization in Geneva before she set up shop and started her own business making products out of natural ingredients.

In fact, the Body Shop was founded