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Expert Exchange

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Should you outsource innovation to a third-party consultancy?

by Marty Jaynes on 10 Dec 2018

With technological advancements bringing a rapid pace of change, businesses need to innovate to drive revenue. But with an almost endless amount of choice, it can be difficult for business leaders to decide what to do. Should their focus be on leveraging artificial intelligence to drive cost out? Or should they concentrate on using IoT to increase organisational efficiency?

But as much as establishing what to do can be challenging, often it’s the how that commands more attention.

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6 steps to hiring the right interim manager

by Marty Jaynes on 03 Dec 2018

While your permanent employees are the backbone of your business, interim managers are an effective solution for the increasing requirement organisations have for filling key skills gaps, especially during periods of transition and transformation.

There are currently around 20,000 interims in the UK, but how do you find the right one for your business?

Here, we outline a step-by-step guide to hiring an interim.

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7 practical matters you need to know when hiring an interim manager

by Marty Jaynes on 23 Nov 2018

Whether going through a major business transformation, integrating a new system or going through a merger or acquisition, interim managers can be an indispensable resource for businesses going through change.

Interim managers are commissioned at a senior level on an assignment basis and take full line or project responsibility from day one. Not only is hiring an interim manager a big decision, but often the need for an interim is urgent, so it’s important to be aware of the practicalities.

We highlight seven practical matters organisations need to know when hiring an interim manager.

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Top senior talent Catherine Osaigbovo joins BIE

by Marty Jaynes on 22 Nov 2018

BIE Executive continues to attract top senior talent from other businesses, and are pleased to welcome Catherine Osaigbovo to the HR team.

Catherine joins as a Director, with over 20 years’ recruitment experience of which the past 12 have been specialising in HR. Her focus will be on senior permanent mandates across all sectors and HR expertise, as well as collaborating closely with BIE’s transformation business. 

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Are you ready to hire a disruptor?

by Janet Musgrave on 21 Nov 2018

Increasingly, organisations want to bring in new thinkers with new ideas into their business. They want people who can disrupt and innovate, and in doing so, drive the business forward both strategically and operationally.

In order for businesses to break the cultural and technical mould and get out of their comfort zone, executive search shouldn’t be just about ‘appointing’. It should be a smart and targeted focus to find people who will help your business to think differently, who will offer a fresh perspective, and who can strengthen your organisation. But is your organisation truly ready for a disruptor and challenger of the status quo?

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The pros and cons of the Startup Incubator approach

by Alastair Lechler on 12 Nov 2018

In an earlier post, we discussed how organisations across diverse industry sectors are increasingly seeking more innovative ways of working. We also looked at the Fast Follower approach to innovation and the pros and cons of being second or third to market.

In this post, we take a look at the growing trend in the UK of start-up incubators and discuss the pros and cons of this approach.

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7 steps to setting up as an interim manager

by Marty Jaynes on 05 Nov 2018

If you have been contemplating the move to a future as an interim manager, you're probably already clear about what a hugely fulfilling role it can be. The focus is always about delivering value, knowledge and ensuring any capability gap has been bridged once you have left the business. For many people, it’s the perfect professional move.

But how do you make the move into interim management? What will your prospective employers be looking for in the best candidate for an interim role? What are the financial and legal considerations of flying solo? And, given the anticipated legislative changes for the self-employed highlighted in the latest UK Budget announcement, what might be the likely implications for interims of the new rules on IR35?

Here at BIE we will be keeping up-to-date on the latest IR35 developments which will allow us to offer you advice once legislation changes. In the meantime, here are our consultants’ thoughts on the top 7 steps that are essential for those searching for interim management positions:

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The relationship between working capital and customer service

by James Gherardi on 29 Oct 2018

BIE’s Supply Chain Risk Survey 2018 explored the most important areas of focus for organisations to optimise the relationship between working capital and customer service levels. The top three areas were revealed to be S&OP/IBP, demand management and order to cash cycle.

What we’re clearly seeing is there are supply chains recognising the value of sales and operations planning, effective demand management, and optimising the order to cash cycle.

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BIE expand through multiple new hires

by BIE on 22 Oct 2018

BIE Executive, a leading consultancy working with organisations going through change, is pleased to welcome several new senior hires to the business.

CEO, Rob Walker, commented: “I’m excited by the calibre of the consultants we have attracted to BIE. They will allow us to enhance our offering by strengthening all our teams across the business with their experience, in-depth knowledge and strong track records within their respective industries.

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Transformation as a means of succession planning

by Simon Moore on 22 Oct 2018

In an environment where there are fewer and fewer roles in finance because of outsourcing, transformation is one of the best areas where you can still give people succession development opportunities to make them ready for the next step.

Transformation projects mean exposure to different experiences and dealing with a variety of people. It means working across different functions, whether it’s IT or HR, as well as with external parties like consultancies and systems integrators. This experience will be vital when you get to the top and need to engage and liaise with the board.

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