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Kate Scammell-Anderson


Recent Posts

What are the benefits of interim executives?

by Kate Scammell-Anderson on 30 Jan 2017

Interim executives have been used successfully across all industries at group and divisional level in public, private and family businesses, as well as public sector organisations and across all job functions throughout the UK and globally. 

Whether an organisation is undergoing turnaround, transformation, or another type of change programme, an interim can take the lead on vital projects that may be outside the skillset of the current team. 

In this post, we will explore the benefits of interims and look at how you might become one. 

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What is an interim executive and what does "good" look like?

by Kate Scammell-Anderson on 09 Jan 2017

Permanent contracts remain dominant in business but, in a disrupted environment, interim executives are an indispensable resource for organisations seeking to adapt and change. Whether they are brought in to enable business turnaround, business transformation or another significant change project, they possess a specific set of skills and experiences, and offer valuable expertise and agility.

So, what is an interim executive and what does "good" look like in this role?

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In the Spotlight – Simon Clarke, BIE interim FD

by Kate Scammell-Anderson on 06 Dec 2016

Simon Clarke is an interim FD with experience across sectors, including FMCG, retail, logistics and healthcare. Simon combines the skills of a finance director with commercial and operational nous.

The client is a privately-owned UK healthcare provider, which was undergoing a business turnaround.

The brief

Entering the fray as interim FD in early 2014, Simon's initial brief was to support the recently-appointed managing director (MD). Having recognised that the existing senior management team were not operations-focused and did not possess the right skillset, the MD had set about recruiting a new management team, with the FD role being the last to be put into place.

The business recognised that many of the issues being faced were well outside of their comfort zone and as a seasoned interim, with experience in a variety of sectors and situations, Simon was well-equipped to manage these seemingly daunting challenges and to add value.

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How can businesses rethink their organisational design and mindset?

by Kate Scammell-Anderson on 28 Nov 2016

With the business landscape shifting on its axes, companies are recognising the need to make fundamental changes to the way they operate; the way they exist. Today, success cannot be defined per the old standards. The organisations that are making waves are those that are breaking free from old parameters. Think: Uber, Airbnb and Netflix.

Therefore, many businesses are finding that they need to review their organisational design and mindset. Otherwise, they risk being left behind. They need to consider how they approach what they do and whether this fits with what's expected today.

So how can organisations make the changes required in a disrupted environment

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How are business leaders reacting to the Fourth Industrial Revolution?

by Kate Scammell-Anderson on 07 Nov 2016

"We stand on the brink of a technological revolution that will fundamentally alter the way we live, work, and relate to one another. In its scale, scope, and complexity, the transformation will be unlike anything humankind has experienced before. We do not yet know just how it will unfold, but one thing is clear: the response to it must be integrated and comprehensive, involving all stakeholders of the global polity, from the public and private sectors to academia and civil society."

Klaus Schwab, Founder and Executive Chairman, World Economic Forum

That technological revolution is known as the Fourth Industrial Revolution. A plethora of macro forces are converging - and this is placing intense pressure on organisations and the leaders at their helm.

Many experienced business leaders may be tempted to understand these advancements as the linear progression of the technological changes we've seen in the latter half of the twentieth century. However, evidence suggests that the speed, scope and impact of change will go beyond anything we've encountered before.

Against this backdrop, BIE carried out a survey of over 150 business leaders, to find out how they are responding to the current disruptive environment.

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How do you find the executive capability to become more agile?

by Kate Scammell-Anderson on 24 Oct 2016

Disruption is the new state of play. Emerging technologies, a global marketplace and constant change mean that industries, organisations and individuals face challenges to their status quo on a continuous basis. 

Against this backdrop, agility is key. In research conducted by BIE, 94 per cent of nearly 150 business leaders reported that being more agile is a priority for their organisations. From business evolution to business transformation, companies are changing the way they operate on a fundamental level.

For many companies, becoming more agile is a pressing and immediate concern. In fact, 82 per cent of business leaders said leading and delivering step changes in how the business is conducted (business transformation) is their highest priority.

So where do businesses find the executive capability that will enable them to become more agile and to compete in a disrupted environment? 

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Dealing with disruption in the recruitment and consulting industries

by Kate Scammell-Anderson on 10 Oct 2016

"Business models are less durable than they used to be. The basic rules of the game for creating and capturing economic value were once fixed in place for years, even decades, as companies tried to execute the same business models better than their competitors did. But now, business models are subject to rapid displacement, disruption, and, in extreme cases, outright destruction."

Marc de Jong and Menno van Dijk, McKinsey

The scenario outlined above is occurring across industries, throwing into flux the systems and processes of the past. Against this backdrop, business leaders are finding that they do not necessarily have all the appropriate skills needed to overcome the challenges they face. In seeking to adapt their organisations to the current climate, they inevitably require external capability.

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BIE Digital Disruption Event with Mark Spelman – World Economic Forum

by Kate Scammell-Anderson on 30 Sep 2016

Over the last few years we have seen a significant shift in organisations’ strategy due to rapid development in digital technology and have supported them to deliver their goals. For many of us, we don’t know what we don’t know and have no idea what the future holds for us.

A recent BIE survey of 150 business leaders, concluded that 58% found the speed and scale of change required to remain competitive overwhelming, whilst just 9% think business leaders are completely equipped to lead business growth in this environment.

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3 important skills required by an interim executive

by Kate Scammell-Anderson on 26 Sep 2016

The life of an interim executive is unpredictable. As a result, it’s often exciting, with no two days the same. On the other hand, it can be challenging, throwing you a curveball when you least expect it.

Change is the norm across industries today – and this is especially true in the world of the interim executive. You are on the front line when it comes to dealing with disruption and its impact on businesses and the leaders at their helm. While one placement may be highly structured with clear goals to achieve, another may require a completely different approach than first anticipated.

Therefore, interim executives require a specialist set of skills that will enable them to deal with the common challenges they encounter in their line of work – and to effect successful change within the organisations they operate in.

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Why bother with a case for change?

by Kate Scammell-Anderson on 12 Sep 2016

Today's business environment is characterised by disruption and uncertainty. In response, organisations, and the leaders at their helm, need to adapt their processes and systems, in order to stay ahead of the curve. From full-scale business transformation, to a shake-up of the leadership team, companies across the board are in flux.

If you are leading change in this space, your task can feel somewhat daunting. Therefore, before setting things in motion, it's crucial to draw together the evidence you require to engage stakeholders and convince them to come on-board. You need to build a case, which will map out the road ahead and create the foundation for your success.

Moving effectively from A to B – and beyond – hinges on your ability to fully understand your vision and its implications. Where are you now and where do you need to be? What is it you're going to do and what will it take to achieve it?

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