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.
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.
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.
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.
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.
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?
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.
Workplace presenteeism - employees turning up to work when suffering from illness or health problems - is not a new phenomenon.
We’ve all been there. Whether because of a looming deadline, large workloads or because we fear how calling in sick would be perceived by management, we’ve all had days where we are at work, but are actually not really there at all.
But despite their best intentions, employees coming into work when unwell are contributing to the rise of presenteeism in the UK. And though absenteeism, which refers to the practice of staying away from work for no good reason, can be costly for businesses, presenteeism is believed to be an even bigger problem.
Business transformation is getting smarter.
In a world where change is the norm, organisations are increasingly looking for ways to become more agile to keep up with the pace. As a result, the organisations that traditionally help them face these challenges are having to adapt as well.
This is welcome news for businesses. It’s a long-standing trend that few executives say their companies' transformations succeed. In fact, 70% of business transformation projects fail, according to McKinsey & Company.
In the grand scheme of things, 10 years isn’t a long time. However, when you think about how much technology has advanced in that time, it’s an eternity.
Back in 2008, Google Chrome had just launched and social media platforms were only starting to hit the mainstream. Since then, crowd-sourced funding, 3D scanning, wearable technology, cloud computing, and electric and self-driving cars have all become reality. We’ve seen the emergence of tablet PCs, 3D TV’s, sharing economy-based apps, and even the beginning of gene editing trials.