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Alastair Lechler

Recent Posts

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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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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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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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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What digital transformation means in 2018

by Alastair Lechler on 16 Jan 2018

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.

So it’s safe to say that a lot has changed in the last decade.

And just as technology has evolved, so has the definition of digital transformation.

How digital transformation has evolved

We used to think of ‘digital’ as ‘IT’, and digital transformation used to mean just that; building digital channels and computerising processes.

Today, digital is driving strategies. All departments from HR, to Finance, to Marketing, are looking for digital solutions to make operations better, faster, or cheaper. Technology supports our business processes and functions, boosts productivity and team collaboration, and improves our connectedness with customers.

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The 12 Commandments of Interim Management

by Alastair Lechler on 05 May 2017


With the shift to more of a gig economy, increasing numbers of people are exploring a new direction and switching to an interim or independent career. Organisations are dealing with more rapid change and increased competition, meaning quick access to highly skilled, flexible talent has never been more important.

We’ve already covered the career and lifestyle considerations you need to make when thinking about changing to interim management. But what about the practicalities of the job? A long time contact of mine, Nick Tree, is a seasoned interim manager who thrives in pressurised situations, where he needs to hit the ground running and quickly mobilise change programmes. Nick has kindly compiled for BIE his ‘12 Commandments’ for anyone looking to make the switch. Here they are: 

1. Experience
Ensure you have extensive experience and a track record of successful achievement in your chosen field of expertise. Clients will usually expect you to be a highly qualified, subject-matter expert when they hire you!

2. CV

Produce a full-data CV that will clearly illustrate to prospective clients where you gained your experience and what your achievements were. Don’t worry if it extends to several pages. Warning! Be factual, truthful and prepared to be interviewed about those achievements in more depth.
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