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Expert Exchange

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7 skills needed to keep pace in business transformation

by Marty Jaynes on 23 Apr 2018

The success of business transformation is often underpinned by timing and pace.

Recognising the need for change and knowing when to take action is key. However, often by the time you realise you’re in trouble, you’re probably in deeper than you think. When this happens, you need to make transformation a priority.

And while change is normally slow and organic, transformation often involves getting five years of change done in half the time. So it’s important to build this pace expectation into the transformation process.

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The 4 qualities of transformational leaders

by Marty Jaynes on 16 Apr 2018

Having a leader who is prepared to take responsibility for implementing transformation is one thing, but never underestimate the importance of a leader who knows what qualities are required to lead one, and which ones he or she has.

Most of the technical aspects of a transformation, such as governance and stakeholder engagement, can be to some extent learned. But the genuine leadership qualities that make up a transformational leadership style – the type that can empower, motivate and win hearts and minds, are paramount for any business going through a significant change or transition period.

So what are the key qualities of a transformational leader? And why are they so important when driving business transformation?

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How can people science drive credible business decisions?

by Emma-Claire Kavanagh on 06 Apr 2018

We’re probably in the biggest work change context we’ve ever been in. Technology advances, globalisation, the political climate, and changes in the social demographics of the workplace are all factors currently impacting on organisations in every sector.

In this environment, people science is emerging as a new focus. But it goes beyond HR. Organisations are starting to apply data science to help make decisions across their entire business.

In a recent roundtable breakfast meeting co-hosted by BIE and Sage People, we discussed this subject in depth. In this blog post, we put forward some of the most interesting insights from the discussion.

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Reviewing your top team as a new CEO

by Rob Walker on 21 Mar 2018

A new CEO will often enter a business with a 100-day plan, and this will include reviewing their top team. Rob Walker, CEO of BIE Executive, offers advice on how to go about this. Emma Riddell asks the questions.

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Innovation Hubs: the solution for accelerating business innovation?

by Alastair Lechler on 13 Mar 2018

Innovation has joined the business language lexicon. But it has a wide range of meanings; from small incremental changes, to a customer proposition or business processes, to a full business transformation.

For many people, the idea of innovation can be challenging with many unknowns. And often the largest unknown will be what scale of investment is required to deliver guaranteed outcomes.

In a previous post we looked at the fast follower approach to innovation. In this post, Caroline Thomas, Data Revenue Consultant at News UK, and I look at how organisations are increasingly adopting innovation hubs to drive innovation.

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The role of the CFO in business transformation

by Simon Moore on 02 Mar 2018

Chief Financial Officers are finding themselves at the epicentre of large-scale transformation and therefore need to be the conscience of the business when going through this transformation. They have to understand and allow it to happen; yet, at the same time, make sure that a company’s balance sheet can afford it.

It can be a difficult role, acting as both the accelerator and the brake. Traditionally, many CFOs don’t necessarily feel they are trained appropriately to be aware of the longevity of business transformation. Much of the time, the stop button is pressed at just the point when it’s gathering momentum and the end is in sight.

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Business innovation: pros and cons of the Fast Follower approach

by Alastair Lechler on 23 Feb 2018

In a recent post, we discussed how organisations are increasingly finding success in taking a more proactive approach to innovation.

In the first of a series of blog posts where we take a look at some of the approaches organisations are using to make them more innovative, Andy McWilliams, Digital Consultant at RICS, and I discuss the pros and cons of the 'Fast Follower' approach.

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Can you get a job in a different industry? Q&A with BIE consultants

by Marty Jaynes on 16 Feb 2018

The decision to change jobs and move to a different industry can be daunting. How do you sell yourself into a new industry? And how open are organisations to hiring candidates from outside of their industry?

In this blog, I talk with some of our consultants recruiting in the finance, HR, supply chain and transformation sectors to discuss this topic.

It was clear that certain themes resonated with everyone, regardless of the sector they recruit for.

The idea of transferable skills was bounced around a lot. To move into a different industry you need to be able to demonstrate you have the appropriate skill set to apply to the environment you’re looking to move into.

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Is 2018 the year to embed more innovative ways of working?

by Alastair Lechler on 06 Feb 2018

What does 2018 hold in store for you and your organisation? Is innovation on the agenda? What does innovation mean to you? Could artificial intelligence transform your operating model? And is there unlocked potential sitting dormant, waiting to be unlocked, in your workforce?

Certainly, there is potential for fresh approaches, challenges to existing thinking and ways of working, and scope to embrace change. Will you challenge traditional thinking? And how equipped are you and your team to innovate?

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Eoin Canty joins BIE Executive's Finance Practice

by Marty Jaynes on 29 Jan 2018

BIE Executive is delighted to welcome Eoin Canty to their Finance Practice.

Eoin joins as a Consultant, after 15 years’ experience in the finance profession, most recently at Kingfisher plc, where he held various commercial finance positions, as well as Group Head of FP&A. He will be focusing on supporting BIE’s executive search capability across the finance function.

His appointment is fundamental to increasing BIE’s ability to use a mix of consulting, interim management and executive search services, to provide expertise and talent to support organisations deliver transformation programmes that leave a positive legacy in order to achieve continuous growth and success.

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