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A business improvement framework helps create continuous business improvement as well as business transformation. Learn more about how and why. AI-Powered Process Excellence Operational Excellence & Process Improvement What Is A Business Improvement Framework? A Business Improvement Framework creates continuous business improvement with business transformation if needed. Published on: 4 Dec 2025 A Business Improvement Framework creates continuous business improvement with business transformation if needed. A business improvement framework creates a way of thinking, a mindset and a culture that delivers improved business performance. It could be thought of as a communications platform encompassing the necessary tools, roles, processes, metrics, feedback systems and technology to create continuous business performance improvement. It creates an environment for effective decision making. The most common framework is ISO 9001 . What are the benefits of using a Business Improvement Framework? The first benefit that a Business Improvement Framework brings is the improved coordination and deployment of the factors of production; land, labour, enterprise and capital. This results in: Improved operational performance Enhanced customer focus Process improvement Improved decision making Improved partner relationships Enhanced business culture The secondary benefits that come from that are: Increased profitability Greater competitive advantage Lower costs Enhanced employee engagement. Increased innovation There is a focus on process improvement with most Business Improvement Frameworks, bt the T-5 Business Improvement Framework puts people and behaviours first, to drive the process improvement needed for sustained growth and increased competitive advantage. The T-5 framework identifies issues and risks and quickly addresses them so every aspect of the business is improved at the right time and in the right way. The TAW Business Improvement Framework includes the following activities: Ensuring management is not only focused on the customers’ needs and finance but transformation too Assessment of the culture for continuous improvement so it is ready to adopt and transform not stick with past successes. Creating a culture where change and evolution become business as normal. A review of the technology being used Consistent communication and messaging Getting everybody involved for an end to end, enterprise-wide programme. Establish critical paths to service delivery that may be impacted Business improvement is about continuous improvement. The most well-known Business Improvement Framework is ISO 9001 . This standard, used by millions of mainly big businesses worldwide, is focused on creating a Quality Management System (QMS). Jeffrey Liker in his book The Toyota Way outlined 14 management principles that made Toyota the number one car manufacture. Decisions are taken for the long term growth of the company Think end-to-end for business performance improvement Be lead by market demand Be smart about work allocation by not overloading people Create an open, inclusive, safe place for people to work where mistakes, issues are seen as opportunities to learn Minimise the admin and repetitive tasks to save time and make the work more rewarding Communicate visually in person, with charts, graphs or symbols Only use technology to improve the business that has shown to deliver results Allow staff to grow within the company allowing them to develop themselves Have a clear vision and mission that is shared by everybody for a common set of values and behaviours Think of suppliers and partners as all part of your company helping them improve too Manage the business from the bottom-up Decide slow, but act fast ensuring everybody is on board with the decision Be a learning organisation; continuous reflection and improvement Previous Next The Operations First Manifesto Get instant access to The Operations First Manifesto and discover why great companies build different. No fluff. No generic advice. Just the uncomfortable truth about what's holding your business back—and the clear path to fixing it. Learn More

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Navigate buying or selling a business in the UK successfully. Learn the essential 5-step process, common business valuation methods, what due diligence involves, and the total cost of buying a business (budget 5-12% of the sale price for fees). Start planning 3-5 years early to maximize your value. Strategic Transformation & Planning Business Strategy & Planning A Guide to Buying and Selling a Business in the UK: Steps, Costs, and Key Concepts Your essential guide to the UK process, timelines, valuation methods, due diligence, and all-in costs for both buyers and sellers. This guide provides an essential overview of the process, timeline, costs, and critical concepts for anyone looking to successfully navigate the market of buying or selling a business in the UK. 1. What are the basic steps to Buy a Business in the UK? Buying a business involves several key stages: Identification: You'll identify potential businesses that match your criteria. This might involve searching online marketplaces, working with business brokers, or networking within your industry. Evaluation and Offer: You'll evaluate opportunities by reviewing basic financial information and meeting with sellers. When you find a business you're interested in, you’ll make an initial offer. Due Diligence: If your offer is accepted, you conduct “due diligence”—a detailed investigation to verify everything the seller has claimed. Legal & Negotiation: You’ll negotiate and sign legal agreements with help from solicitors. Completion: Finally, you complete the transaction, transferring money and taking ownership. The entire process typically takes 3-6 months, though it can vary based on the business's complexity. 2. What are the basic steps to Sell a Business in the UK? Selling your business follows a similar but reverse journey: Preparation: You prepare the business for sale by getting financial records in order, addressing any obvious problems, and making the business as attractive as possible. Valuation & Pricing: You value your business and decide on an asking price, often working with advisors to help with this. Finding Buyers: You’ll find buyers by listing the business publicly, working with a broker, or approaching specific buyers privately. Negotiation & Due Diligence: When you receive offers, you’ll negotiate terms and allow serious buyers to conduct due diligence on your business. Completion: You complete the legal process with solicitors and transfer ownership to the buyer. Like buying, this typically takes 3-6 months from the point you actively begin marketing the business. 3. How long does it typically take to buy or sell a business? The timeline for buying or selling a business in the UK varies considerably: Business Value Typical Timeline Complexity Under £1 million (Smaller) 3–4 months Usually simpler with less complex due diligence. £1–10 million (Mid-sized) 4–6 months Expect more financial review, legal complexity, and stakeholders. Over £10 million (Larger) 6–12 months or longer Involves extensive due diligence, complex negotiations, and detailed legal agreements. A well-prepared seller with organised records can save weeks, while complications discovered during due diligence or financing delays can add months. Key Stages of the UK Business Sale Process. This simplified view of the Buyer and Seller journeys highlights the essential steps: Preparation, Valuation, Due Diligence, and Completion. Sellers are advised to begin exit planning 3-5 years in advance . Buyers should budget 5-10% of the purchase price for costs, while sellers should expect costs of 5-12% of the sale price. Transaction timelines typically range from 3-4 months for smaller businesses to over 12 months for the most complex, high-value deals. 4. What does “Business Valuation” mean? Business valuation is simply the process of determining what a business is worth in monetary terms. Unlike a house, a business doesn’t have a single, objective value, but rather a range of potential values depending on several factors. Common Business Valuation Methods Method Description Relevance Asset-Based Approach Adds up everything the business owns (equipment, property) and subtracts what it owes. Often gives the lowest valuation; most relevant for businesses being sold for their assets. Earnings-Based Approach Looks at how much profit the business generates and multiplies that by an industry-based "multiple". The most common method for profitable, operating businesses. Market-Based Approach Compares your business to similar businesses that have recently sold. Works well when good data is available on comparable sales. Professional valuers may use a combination of these methods to arrive at a fair value range. 5. What is Due Diligence in simple terms? Due diligence is the process of thoroughly investigating a business before you buy it. It ensures you’ve taken reasonable steps to verify what you’re buying. Shutterstock During due diligence, you'll examine: Financial Records: Profit and loss statements, balance sheets, tax returns, and bank statements—typically for the past three years. You are checking that the business actually makes the money the seller claims and that there are no hidden liabilities. Legal Matters: Contracts, employment agreements, property leases, and any ongoing disputes or litigation. You want to ensure the business has the right to operate and that you won’t inherit legal problems. Operational Aspects: Key customer relationships, supplier arrangements, employee roles, and any intellectual property. For larger transactions, you’ll typically hire accountants, solicitors, and other specialists to conduct formal financial due diligence , which can take several months. 6. What is an Earnout and when would I use one? An earnout is a way of structuring a business sale where a part of the purchase price is paid later, based on how the business performs after the sale. Earnouts are useful in several situations : Disagreement on Value: It allows the buyer and seller to meet in the middle if they disagree on the initial business valuation. The seller gets the chance to prove the business is worth more. Uncertain Future Performance: If the business is in a rapidly changing market or relies heavily on key contracts, an earnout ties payment to actual results rather than projections. Incentivising Seller Involvement: It incentivizes the seller to stay involved and help the business succeed during the transition, especially if success depends heavily on the current owner's expertise. 7. When should I start planning to sell my business? The ideal time to start planning your exit is 3–5 years before you actually want to sell. Early preparation is key to maximizing your business's value: Building Systems: Buyers pay premium prices for businesses that run smoothly without the owner's constant involvement. It takes time to build systems, train managers, and delegate responsibilities. Financial Performance: Showing three years of consistently growing profits commands a much higher price than if you have erratic results. Value Enhancement: Improvements like diversifying your customer base or resolving legal issues take years to implement. Tax Planning: Proper UK business sale tax planning is crucial. Strategies like Business Asset Disposal Relief require specific conditions that take time to satisfy. 8. What are the total costs involved in buying a business? Buying a business involves several costs beyond the purchase price. A rough estimate is to budget 5–10% of the purchase price for transaction costs. Cost Category Typical Range Details Professional Fees (Solicitors) £5,000–£50,000 Varies depending on deal complexity. Due Diligence (Accountants/Specialists) £5,000–£15,000 (Small); £20,000–£100,000+ (Mid-market) Covers financial, legal, commercial, or technical due diligence. Financing Costs 1–3% of the loan amount Arrangement fees for business acquisition loans. 9. What are the total costs involved in selling a business? For a sale, budget 5–12% of the sale price for transaction costs. Cost Category Typical Percentage/Range Details Broker or Corporate Finance Fees 5–10% of sale price (smaller deals); 2–5% (mid-market) Typically the largest expense; many advisors charge a retainer plus a success fee. Solicitor Fees £5,000–£50,000 For drafting the sale agreement and handling legal negotiations. Accountant & Tax Advisor Fees £3,000–£20,000+ Preparing records and specialized UK business sale tax planning . Good business sale advisors often increase your sale price by more than their fees through better positioning and negotiation. 10. Do I need professional advisors or can I do this myself? While you can legally buy or sell a business without professional help, for most transactions, professional advisors are essential. Solicitors: Non-negotiable for any business purchase or sale. Business transactions involve complex legal agreements, and a mistake could cost far more than their fees. Accountants: Provide crucial value by verifying financial information, performing due diligence, and helping structure the deal tax-efficiently. Brokers/M&A Advisors: Help sellers find buyers, market the business effectively, and often increase sale prices through proper positioning. Good advisors typically pay for themselves through: higher sale prices (or lower purchase prices), better deal terms and protection, and avoiding costly legal mistakes. Most experienced buyers and sellers consider them an investment. Previous Next The Operations First Manifesto Get instant access to The Operations First Manifesto and discover why great companies build different. No fluff. No generic advice. Just the uncomfortable truth about what's holding your business back—and the clear path to fixing it. Learn More

Streamline your business with Rostone Opex's workflow management services. Our efficiency-first approach optimises workflows, boosts productivity, and supports sustainable growth. Discover custom solutions for your operational, creative, and problem-solving needs. Workflow Management Services Optimised business workflows are the backbone of a successful organisation. Our workflow management services are designed to help you drive efficiency, improve performance, and achieve sustainable growth. Our ethos is simple: efficiency comes first. By focusing on lean and streamlined workflows, we ensure your business can reduce costs, improve margins, and scale sustainably. Reduce costs, improve margins, and scale sustainably. Workflow Assessment & Optimisation We analyse your existing workflows, identify inefficiencies, and provide tailored solutions to streamline processes. Our expertise spans across operational, creative, and problem-solving workflows to ensure all aspects of your business are covered. Lean Workflow Implementation By incorporating Lean methodologies, we ensure your workflows minimise waste, reduce redundancy, and maximise output. This means faster project completion, better resource allocation, and a more agile team. We don’t just look at profits; we also focus on growing your people and creating a more sustainable planet. Our workflow solutions enhance business value while aligning with your long-term goals of environmental and social responsibility. Custom Workflow Automation Save time and resources with our automation services. We design and implement systems that handle repetitive tasks so your team can focus on more valuable activities, improving overall productivity. Our team uses data analysis to track the performance of your workflows, allowing us to identify bottlenecks and areas of improvement in real-time. We provide ongoing insights so you can make informed decisions about your operations. Workflow Integration Our team ensures that new workflow systems integrate seamlessly with your existing operations and technology, reducing downtime and facilitating a smooth transition. We know that no two businesses are alike. That’s why our workflow solutions are never one-size-fits-all. Every service is customised to meet the unique needs and goals of your business. ISO Workflow Assessment & Alignment We perform an in-depth analysis of your current workflows and align them with the relevant ISO standards, such as ISO 9001 for quality management or ISO 14001 for environmental management. Our team identifies gaps and helps you implement the necessary changes to achieve and maintain certification. Training & Support At Rostone Operations, we don’t just implement solutions, we empower your team to sustain and improve them. We provide thorough training on new workflows and offer continuous support to ensure long-term success. Whether you’re looking to optimise day-to-day operations, improve creative output, or solve complex business problems, our holistic approach ensures complete coverage across all aspects of your workflows. The Operations First Manifesto Get instant access to The Operations First Manifesto and discover why great companies build different. No fluff. No generic advice. Just the uncomfortable truth about what's holding your business back—and the clear path to fixing it. Learn More

Explore essential strategies for successful construction operations, including planning, resource management, risk mitigation, and quality control. Learn how effective project management can ensure timely, budget-friendly, and high-quality construction outcomes. Construction Operations Rostone Operations for Construction Companies We support you in mastering these 6 critical areas of construction operations. 01 Deliver on Time Ensure timely delivery by managing schedules, setting clear deadlines, and monitoring progress 03 Improve Quality and Safety Enhance quality and safety by implementing standards, regular inspections, and training programmes. 05 Improve Efficiency Boost efficiency by streamlining processes, adopting technology, and optimising resource allocation. 02 Build to Budget Build to the budget by tracking expenses, forecasting costs, and controlling spending. 04 Lower Carbon Footprint Reduce carbon footprint by using sustainable materials, energy-efficient processes, and minimising waste. 06 Improve Margins Enhance margins by controlling costs, increasing productivity, and optimising pricing strategies. Construction Articles 01. Project Estimating and Scheduling Construction project estimating and scheduling involve predicting costs and timelines for materials, labour, and tasks. Read more 02. Construction Project Management Construction project management high-quality completion, balancing scope, resources, and expectations. Read more 03. Project Estimating and Scheduling Tools Construction project estimating tools streamline cost predictions and resource planning, offering features like digital takeoffs and automated calculations. Read more 04. How to Manage Subcontractors Effectively managing subcontractors involves clear communication, precise contracts, timely payments, and rigorous quality control. Read more 05. 50 Construction Software Tools Construction software tools streamline project management, estimating, scheduling, and collaboration for efficiency. Read more

Discover how Conversation Intelligence transforms business operations, providing real-time insights that enhance efficiency, decision-making, and performance. Conversation Intelligence That Drives Operational Excellence (OpEx) Harness the power of Value Insight, our Conversation Intelligence tool designed to drive Operational Excellence. By analysing phone call conversations, Value Insight uncovers real-time insights that enhance efficiency, streamline workflows, and improve decision-making. By assessing key interactions, Value Insight helps identify inefficiencies, optimise processes, and unlock opportunities for increased profitability. This behaviour-driven approach empowers businesses to adapt, innovate, and thrive in a competitive landscape. Gain the clarity and precision needed to make smarter decisions, drive meaningful progress, and achieve lasting success with Value Insight. Quickly Identify and Remove Your Company’s Weakest Links Value Insight delivers essential operational insights Conversation intelligence drives operational and sales insights and strengthens sales staff training to improve alignment and drive tangible results. By providing actionable data, it transforms sales and service operations into more efficient, rewarding, and profitable work while enabling businesses to uncover opportunities for continuous improvement. Create high quality conversations to improve sales and customer service outcomes Value Insight provides visibility into what agents and callers say during calls and a scoring methodology that keeps everyone improving. A robust customer success coaching initiative can be developed using reality-based insights to ensure uniformity across the team, creating a consistent standard of care that reassures clients of your genuine concern for their well-being. Get clarity on performance Operational insights play a critical role in identifying challenges and opportunities, enabling you to make informed decisions and implement meaningful change. As a leader, you need clear, concise, and well-informed insights on the issues impacting your business performance to drive effective operational change and achieve sustained growth. Avoid damaging call experiences Value Insight conversation analysis is set up in minutes, so you can immediately: ● Reduce complaints and customer frustrations ● Identify lost enquiries ● Improve agent behaviours ● Improve returns from marketing ● Increase sales conversion rates ● Increase positive reviews and testimonials Telephone skills training With improved behaviours, telephone skills and awareness, sales and service agents, receptionists and front desk staff can expect to become more confident in how to manage customer interactions on the phone. They will learn best practice techniques for handling a myriad of different and difficult real world sales and service situations leading to improved outcomes for both themselves, the callers and your business. Telephone skills training course details. Discover hidden complaints How many of your service calls are hidden complaints? These calls often go unnoticed and unrecorded, but they are eating away at your productivity and profitability without anybody noticing. Expose lost sales opportunities Understand how many enquiries your team is losing from low engagement and quickly address the underlying causes. Know the total sales opportunity The Value Insight conversation intelligence platform will reveal the total opportunity created by your marketing campaigns so you can establish your marketing return on investment (ROI) and whether your sales team is realising that investment. Pinpoint poor customer experience Ensure every member of your staff adheres to your brand standards, guidelines and best practices with every customer. This will help you stand out from the competition, increase customer retention and loyalty rates and increase sales. The Operations First Manifesto Get instant access to The Operations First Manifesto and discover why great companies build different. No fluff. No generic advice. Just the uncomfortable truth about what's holding your business back—and the clear path to fixing it. Learn More

A comprehensive business operations assessment identifies inefficiencies, strengthens decision-making, and creates a scalable business model. Gain strategic insights to enhance profitability, streamline operations, and drive sustainable growth. Comprehensive Business Operational Assessment Operational Excellence Begins With Operational Assessment Running a business involves more than just managing day-to-day operations—it’s about creating a structure that allows for sustainable, scalable growth. Many businesses unknowingly operate with inefficiencies, missed opportunities, and hidden risks that limit their value and growth potential. A comprehensive business operations assessment helps uncover these barriers, providing the clarity needed to make informed, strategic decisions. Uncover Lost Profit Inefficiencies cost businesses an average of 20-30% of their revenue annually. Misaligned processes reduce productivity and increase employee turnover. Lack of clear operating procedures leads to inconsistent customer experience and lost opportunities. What is a Comprehensive Business Operational Assessment? A business operations audit is a structured review of your company’s core functions and processes, focusing on: Business Strategy and Alignment – Are your goals aligned with day-to-day operations? Operational Efficiency – Are you maximising productivity and eliminating waste? Leadership and Accountability – Are decision-making structures clear and effective? Financial Performance – Are you optimising profit margins and cash flow? People and Culture – Is your workforce aligned with your business goals? Technology and Digital Transformation – Are you using the right tools to support scalability? Customer Experience and Retention – Are you building long-term customer loyalty? How the Assessment Works Step 1: Initial Consultation – Understanding your business goals and challenges. Step 2: Data Collection – Reviewing processes, performance data, and financials. Step 3: Analysis – Identifying gaps, inefficiencies, and missed opportunities. Step 4: Reporting – Providing a detailed report with insights and actionable recommendations. Step 5: Debrief and Recommendations – Discussing the findings and next steps. Key Insights You’ll Gain Identify the most significant bottlenecks slowing your growth. Understand the true cost of inefficiencies across your operations. Get clarity on your business’s strengths and weaknesses. Develop a roadmap for operational improvements and strategic growth. Why a Comprehensive Assessment is Essential for Scaling Scaling a business isn’t just about increasing revenue—it’s about ensuring your operational model can support growth. Without a clear understanding of your operational weaknesses, businesses risk hitting structural limitations that stall progress. An audit provides the foundation to scale strategically, improving efficiency, profitability, and business value Who Should Consider a Business Operations Assessment? Business owners preparing for growth or investment. Companies struggling with operational inefficiencies. Businesses facing declining profit margins despite increased sales. Founders looking to transition from day-to-day operations to a more strategic role. Common Mistakes That an Business Operations Assessment Can Fix Poor delegation and decision-making bottlenecks. High employee turnover and low morale. Inconsistent customer experience and declining retention rates. Over-reliance on manual processes, leading to errors and inefficiencies. The Operations First Manifesto Get instant access to The Operations First Manifesto and discover why great companies build different. No fluff. No generic advice. Just the uncomfortable truth about what's holding your business back—and the clear path to fixing it. Learn More

Discover what operating partners bring to private equity portfolio companies, their essential skills, and when businesses need their transformational expertise. Complete guide for investors and executives. Strategic Transformation & Planning Business Strategy & Planning The Operating Partner Playbook: How Battle-Tested Executives 10x Private Equity Returns Discover what operating partners bring to private equity portfolio companies, their essential skills, and when businesses need their transformational expertise. Complete guide for investors and executives. Published on: 27 Nov 2025 Financial engineering is dead. In a world of 7–8x multiples and sub-3% GDP growth, the only sustainable edge left in private equity is operational alpha. That’s why the operating partner — former CEOs and COOs who have actually run and scaled businesses — is now the most valuable player on the field. This guide is for three audiences: PE investors who want to understand why their next hire should be an operating partner, not another investment professional Portfolio company CEOs who need to know when (and how) to leverage them Seasoned executives considering the operating partner career path 1. What an Operating Partner Actually Is (and Isn’t) An operating partner is a full-time (or dedicated fractional) senior executive employed by or tightly affiliated with a private equity firm. They have 20–30+ years of P&L ownership, multiple turnarounds or 10x growth stories on their résumé, and scars to prove it. They are NOT: Management consultants who parachute in and leave a 200-page deck Industry advisers who attend one board meeting per quarter Interim executives (though they will step in when required) 2. Core Responsibilities – Where They Move the Needle Phase Typical Activities Typical Impact (Industry Benchmarks) Pre-close due diligence Deep-dive operational DD, 100-day plan drafting Identifies 15–30% more EBITDA upside than financial DD alone (Bain) First 100 days Rapid diagnostics, quick wins, leadership alignment 8–12% EBITDA lift in Year 1 common Value creation execution Pricing, supply chain, sales effectiveness, digital, M&A integration, talent upgrades 300–600 bps margin expansion typical Exit preparation Story-building, QofE, management presentations Adds 0.5–1.5x MOIC in many cases They usually work across 4–8 portfolio companies simultaneously, acting as a shared “super COO” for the entire fund. Operating partners combine battle-tested executive experience with hands-on execution to drive portfolio company transformations—delivering value at critical inflection points from post-acquisition integration to strategic pivots, as exemplified by firms like Rostone Operations that specialise in turning operational challenges into measurable growth. 3. Why Management Teams Listen to Operating Partners (and Ignore Most Consultants) Immediate credibility: “I took a company from £80m to £650m” beats any PowerPoint. Skin in the game: Their carry is tied to the same outcome as yours. Network velocity: They can get the perfect CFO hired or a strategic customer introduced in weeks, not months. Pattern recognition: They’ve seen your exact problem 7+ times before and know which 20% of fixes deliver 80% of the value. 4. The Operating Partner Skill Stack (Non-Negotiables) Hard skills Full P&L ownership (multiple cycles) Expertise in at least two of: pricing, supply chain , go-to-market, or digital transformation Change management at 500–5,000+ employee scale Soft skills / traits Zero ego + extreme conviction (can deliver brutal truth while keeping the room) Influence without authority (their only real power is respect) Coach mentality – obsessed with capability transfer, not dependency Stamina – willing to sit in Middlesbrough or Warsaw for weeks at a time if that’s where the factory is Discover how operating partners transform private equity portfolio companies from underperformers to industry leaders. Learn the critical skills that separate true operators from consultants, identify the perfect moments to deploy operational expertise, and understand why firms like Rostone Operations are becoming the secret weapon for achieving 10% profitability increases and 400% valuation improvements in the £1M-£50M revenue space. 5. When You Actually Need One – The Trigger Moments Deploy early and often. The highest-ROI engagements start pre-close, not after two quarters of missed numbers. Red flags that scream “bring in an operating partner now”: Hitting the £10m → £50m or £50m → £150m scaling wall Founder → professional CEO transition Margin compression despite revenue growth Post-add-on integration chaos Digital or business-model disruption threat 6. Best-Practice Deployment Model (What Separates Top-Quartile Firms) Full-time or captive operating team (not loose affiliate network) Pre-signed 100-day plan before close Compensation 100% tied to realised MOIC / IRR Mandate to say “no” to bad deals during operational DD Knowledge-sharing platform across the portfolio (the real flywheel) 7. The Future: Specialisation Is Coming Tomorrow’s star operating partners will likely be hyper-specialists: AI & data transformation OPs Decarbonisation / ESG value-creation OPs Healthcare reimbursement OPs Roll-up integration OPs The generalist “ex-CEO” model will still exist, but the biggest alpha will come from functional depth + transformation experience. Conclusion – The New Maths of Private Equity In 2010, value creation was 60% multiple arbitrage + 40% operations. In 2025, it’s 90%+ operations. The firms winning today — and crushing tomorrow — are the ones with the deepest bench of battle-tested operating partners. If you’re a GP: your next hire should probably report to the Operating Partner group, not the investment team. If you’re a CEO: the fastest way to 3x your company (and your equity) is to treat your operating partner like a co-founder, not a board observer. If you’re an executive reading this: the operating partner seat is the single best way to take three or four more swings at building something great — with someone else’s capital and a carried-interest jackpot at the end. Previous Next The Operations First Manifesto Get instant access to The Operations First Manifesto and discover why great companies build different. No fluff. No generic advice. Just the uncomfortable truth about what's holding your business back—and the clear path to fixing it. Learn More

Unlock business potential with a smart agile operating model designed to streamline processes, enhance productivity, and drive sustainable growth. 7T Operating Model Do More with Your Business with a Transformed Operating Model You're running a growing business, your team is talented, but as demand increases, cracks begin to show. Deadlines get missed, communication becomes chaotic, and it’s unclear who’s responsible for what. Stress levels rise, and you find yourself constantly putting out fires. Despite everyone working harder, results don’t match the effort. Now, picture introducing a well-defined Operating Model. Suddenly, there’s structure. Your business has clear processes for every task, and everyone knows how decisions are made. Communication improves, tasks flow smoothly from one person to the next, and meetings become shorter but more productive. You don’t just stop losing time—you gain it. You uncover new opportunities for improvement and focus on delivering consistent, high-quality results. When the market shifts or your business scales, the 7Ts Operating Model adapts with you, keeping you efficient and resilient. This is the power of a 7T Operating Model. It’s not just a framework—it’s the key to turning strategy into consistent action. By aligning people, processes, and technology, it unlocks sustainable, value-driven growth. Ready to build yours? "We are what we repeatedly do. Excellence, then, is not an act, but a habit." - Aristotle The 7Ts Creates Alignment Unlocking Purpose in Action All business problems are behaviour problems—and the 7Ts solve them at the source. By mastering Time, optimising Talent, shaping the right Traits, building Trust, and embracing Teach, you unlock a state of flow where work, life, and meaning become one. This is purpose in action. This is high-performance business. 7T Operating Model We run projects that implement the 7T Operating Model starting with a comprehensive audit to identify key areas for improvement, followed by a tailored strategy to optimise each pillar—Time, Talent, Traits, Trust, and Teach. This approach ensures all operational changes are aligned with business goals, delivering sustainable, value-driven growth and high-performance workflows. Time: Time is your most valuable asset. When wasted, it costs profits, energy, and growth. By mastering time, you take control of your business—eliminating inefficiencies, focusing on what truly moves the needle, and unlocking the freedom to scale. The 7Ts help you get time back on your side. Talent: Your business is only as strong as the people driving it. The right talent, in the right place, with the right skills makes all the difference. With the 7Ts, we help you build a team that’s engaged, productive, and aligned with your growth goals—because when talent thrives, business thrives. Traits: Success isn’t just about strategy—it’s about the behaviours that drive it. The 7Ts identify the key traits that turn teams into high-performers. We help you build a culture of accountability, adaptability, and focus—so your team doesn’t just work harder, they work smarter. Trust: Without trust, even the best strategies fail. Trust fuels collaboration, improves communication, and strengthens your business from the inside out. The 7Ts help you build a culture where trust drives performance, so your team works together—not against each other—to achieve success. Teach: Business success isn’t static—it’s built on continuous learning. When your team is equipped with the right knowledge and skills, they drive innovation, efficiency, and growth. The 7Ts help you create a culture of learning that keeps your business ahead of the curve—because when you stop learning, you stop growing. Reasons to Update Your Operating Model Updating a business model is essential for staying competitive, maximising value, and ensuring long-term resilience. As markets evolve, customer expectations shift, and technology advances, businesses must adapt to remain relevant and profitable. Refining revenue streams, optimising workflows, and integrating new technologies enhance efficiency and scalability. A modernised business model strengthens competitive advantage, improves sustainability, and attracts investment by demonstrating adaptability and future readiness. Rather than reacting to challenges, businesses should proactively evolve their model to drive sustainable, value-driven growth and long-term success. "It is not the strongest nor the most intelligent of species that survives, but the one that is most adaptable to change." - Charles Darwin Key Operating Model Components 1 Governance (decision-making and accountability) Governance ensures clear decision-making and accountability, aligning leadership with strategic goals. 2 Processes (efficient workflows and automation) Processes streamline workflows and standardise operations, driving efficiency and reducing variability. 3 People & Culture (roles, responsibilities, and behaviours) Foster an environment where clear roles, shared values, and behaviours drive collaboration, innovation, and high performance. 4 Technology (tools that enable productivity) Technology integrates digital tools and systems that enhance productivity and support operational agility. 5 Performance Management (metrics and continuous improvement). Performance Management tracks key metrics and fosters continuous improvement for long-term growth. "Only three things happen naturally in organisations: friction, confusion, and underperformance. Everything else requires leadership." - Peter Drucker The 7T Operating Model Do More with Your Business with a Transformed Operating Model DOWNLOAD BROCHURE

Take the first step towards optimising your operations with Rostone OPEX. Our platform provides a seamless solution for improving efficiency and reducing costs. Get started today! Stop Chasing Customers. Start Building Operations They Can't Resist. Take the Guesswork Out of Growth with Your Operations First Playbook. Your Operations First Playbook transforms inefficiency into high-performance flow, making your business easier to run, more profitable, and scalable. 🔥 No more wasted time. 🔥 No more unpredictable team performance. 🔥 A lot less fire-fighting 🔥 No more business headaches. What is the Operations First Playbook? Your live operating manual for running a high-performance, operations-first business. The recipe for how YOUR business actually works. Your business in a book: open it, follow the steps, get results, whether you're there or not. Step 1: Make Contact. Answer 3 quick questions and we'll contact you to schedule a call. What's your biggest operational bottleneck? Hiring Delivery Service What causes the most chaos in your day? Scheduling Communication Firefighting What's hardest to keep on top of? Cash flow Quality Growth Email* First name* By submitting this form, you consent to having read and understood the privacy statement and are happy to sign up to our mailing list. Submit

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Rethink What Matters Podcast Aligning the economy and ecology with everyone for improved business performance, stronger families and a greener, cooler planet. 1 2 3 4 1 ... 1 2 3 4 ... 4 The Operations First Manifesto Get instant access to The Operations First Manifesto and discover why great companies build different. No fluff. No generic advice. Just the uncomfortable truth about what's holding your business back—and the clear path to fixing it. Learn More

If you’re stuck for ideas on how to develop your L&D strategy, draw inspiration from these incredible learning and development strategy examples. High-Performance Culture & Talent Human Resources & Talent Development 5 Learning and Development Strategy Examples to Inspire You If you’re stuck for ideas on how to develop your L&D strategy, draw inspiration from these incredible learning and development strategy examples. Learning and development can help businesses in a huge variety of ways including: Increasing employee engagement and wellbeing Improving business productivity Improving employee retention Attracting the best talent for businesses Increasing profitability Improving the customer experience Creating a stronger company culture With all these benefits, businesses are constantly evolving and improving their learning and development strategy . If you’re stuck for ideas on how to develop your L&D efforts, you can draw inspiration from these incredible learning and development strategy examples. Learning and Development Strategy Example 1: Moneysupermarket Moneysupermarket’s learning team had some chats with staff about their current learning and development strategy. They asked team members what inspired them to go on certain training courses or workshops offered and what they hoped to learn from them. To their surprise, they found that going on courses or attending workshops didn’t always lead to positive learning outcomes. Instead, the business began to focus on the concept of learning in the flow of work. They utilised open-source content to allow staff to learn as they go and then cement that knowledge by using it straight away. As the business, like so many, had moved to remote working, they began running virtual learning sessions. They tailored these sessions to the needs of their staff by asking for feedback on what staff were struggling with during company-wide virtual meetings. They would then send out relevant learning content to employees, based on their exact needs. From here, the business invested in the learning platform, Degreed. This AI and machine learning platform lets their staff enter their job role and self-assess their skillset. From here, the learning content is personalised to their role and skill level and their unique strengths and weaknesses. The learning and development team utilise the data provided by the platform to identify areas across the business where more investment may be needed. Moneysupermarket say employee engagement with the platform has been high and that feedback shows staff are enjoying the tailored content. What Can We Learn From This Learning and Development Case Study? Like many businesses, Moneysupermarket realised that investing in large scale, non-specific courses may not actually be helping employees learn and enhance their knowledge and skills. Utilising employee feedback and learning technologies to provide tailored content unique to their employee needs is a surefire way to increase employee engagement and see better learning outcomes for the business. Learning and Development Strategy Example 2: Itsu Itsu is a British food chain. As well as selling their product to supermarkets, they have many fast food shops and restaurants across the UK and turnover of more than £100 million. Despite growing considerably between 2013 to 2018, the business realised they had a problem. They had extremely high turnover among their fish cutters, despite receiving more than 600 applications a week from talent wishing to join the team, the business seemed to struggle in getting them to stay. For the fish cutter role in particular, around 80% of their team were Europeans, many of whom only wish to come over to the UK for a year to improve their English and then head home. This turnover caused further problems, as the business was running low on experienced fish cutters or Fish Pros as they like to call them. Itsu training manager had previously worked training fish cutters for new stores. But she’d noticed that the training didn’t offer any hands-on practice for new recruits. She decided to revamp it. This actually led to developing a masterclass that met City and Guilds standards for accreditation. Graduates got a certificate and on-going guidance materials. The fish cutters also received a substantial pay rise to recognise the skill involved in the work. The training manager then went on to develop the next stage of the initiative, the Fish Pro of the Year competition. She created an X-Factor style live final, allowing staff to show off their skills. The winner of the competition receives a weekend for two in New York, so there’s a huge incentive to participate. The results of this learning and development strategy were impressive. The number of stores without a Fish Pro went from 40% to 9% within a single year. The company cut recruitment costs and customer complaints decreased. What Can We Learn From This Learning and Development Case Study? Itsu’s learning and development strategy was clearly aligned with the larger business strategy. They identified an area within the business that was affecting performance and utilised learning and development to resolve that issue. Better still, their training manager, having previously worked closely with staff, had first hand knowledge and experience, helping her create a highly bespoke approach to increase employee engagement and retention. Learning and Development Strategy Example 3: NSPCC The National Society for the Prevention of Cruelty to Children already has a huge list of accomplishments to be proud of, but settling for the status quo was not for them. They wanted to increase business performance by setting a higher fundraising target to ensure they can continue to help as many children as possible. To achieve this, they developed an integrated innovation programme as part of their learning and development strategy. The NSPCC has 400 employees within its fundraising team. They identified that these were the employees who could have the biggest impact on their performance. From here, they became the first charity to commit to innovation and knowledge management as a core competence. To achieve this they rolled out the following initiatives across the company: Training for all fundraising staff in innovation and creativity skills Developing a knowledge management and innovation intranet Developing a bespoke system to assess the impact of innovation within the business Creating different models for internal innovation Developing an integrated strategy to deploy all of the above Despite a difficult year for charities across the UK, their approach to learning and development has allowed them to continue their fundraising efforts and continue to help many children in spite of external challenges. What Can We Learn From This Learning and Development Case Study? The NSPCC identified the key staff members who would have the largest impact on their business goals and developed their learning and development strategy from here. Aligning business goals with a learning and development strategy is vital in ensuring an effective learning and development strategy and their integrated approach ensures new initiatives are better executed. As well as this, investing in technologies to measure the impact of learning and development initiatives helps them see the real value of learning and development policies and identify which policies have had the biggest impact for the charity. Learning and Development Strategy Example 4: Yelp Yelp is one of the largest third-party review sites in the world and they didn't achieve this by resting on their laurels. Their head of learning and development, James Balagot, has been with the business for eight years and watched it grow from 100 employees to more than 4,000. Yelp's learning and development score in 2015 was 13% above the benchmark for new tech. It might surprise you then, that despite being the head of learning and development, Balagot is also the only member of the team. They have a unique approach to learning and development that relies on two key practices. The first practice is that all employees are placed into stretch roles, from the day they join the business. This is supported through coaching. Balagot believes placing employees in stretch roles is key in giving them natural opportunities to learn and develop in an exciting and applicable way. He himself was placed into a sales role on his first day, despite never having done sales beforehand. He says this kind of learning is challenging and far more exciting than offering a training session. The second practice is promoting from within. A whopping 98% of Yelp's sales management roles are internal candidates. Because of this these employees are able to mentor junior staff, as they've worked in the stretch roles and been mentored themselves. They encourage staff and guest speakers to share their stories, of both success and failure, across the organisation. What Can We Learn From This Learning and Development Case Study? Yelp's approach is unusual, but that doesn't make it any less valuable. Research shows people learn best when they have to and when they can immediately apply that knowledge. Yelp's learning and development strategy very much understands the psychology of learning and uses that to its strength. Learning and Development Strategy Example 5: Scottish Water Scottish Water is Scotland's publicly owned water provider and employs around 4,200 people. The business faces a number of strategic challenges including: The climate crisis and how that will impact their services, for example, the quality of source water. The management of ageing assets like pipe networks. Reducing carbon emissions with a carbon management system to meet their commitment to reach net zero by 2045. To tackle these challenges, the business needs technical and specialist skills in the form of scientists, technicians and engineers. As many of these challenges will present unexpectedly, they also need an agile and adaptable workforce. To build this capability, the business developed an integrated learning and development strategy that harnesses the skills of their experienced employees to mentor junior employees and transfer experience, skills and knowledge. They achieve this through their Skills Academy. This model recruits experienced employees from frontline operation roles and sends them to their learning academy to teach younger recruits. They also utilised feedback from these experienced employees to identify where there might be training gaps so they could identify solutions. One of the main goals of the Skills Academy was to improve overall productivity by reducing human error through better training. They've certainly achieved this goal as following the first two years of the academy being launched, the number of burst pipes was significantly reduced alongside interruptions to customer water supplies. The business now has plans to expand the academy even further. What Can We Learn From This Learning and Development Case Study? Scottish Water identified the challenges the business is facing early on, so they're far ahead of many other businesses! They're utilising their learning and development approach to help the business better navigate these challenges in the future. Harnessing internal subject matter experts is one of the best ways to ensure the training is both relevant and valuable to new employees. As well as this, measuring the impact of learning and development initiatives through KPIs is a way of ensuring their initiatives are creating real value for the business. 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Learn the 7 critical principles of investment deal structuring that experienced entrepreneurs use. Discover debt vs equity strategies, avoid cash flow traps, and structure deals that align investor incentives with business success. Strategic Transformation & Planning Financial Management & Performance Investment Deal Structuring: 7 Essential Principles Every Entrepreneur Should Master Master the art of creative deal structuring to secure better investment partnerships and retain control of your business When it comes to raising capital for your business, most entrepreneurs fixate on the wrong metrics. They obsess over valuations, equity percentages, and ROI calculations—but experienced investors know that successful deal structuring goes far deeper than these surface-level numbers. Whether you're a first-time founder seeking seed funding or a seasoned entrepreneur exploring growth capital, understanding how to structure investment deals creatively can be the difference between securing the perfect partnership and walking away empty-handed. These seven essential principles will help transform your approach to investment negotiations. Principle 1: Why Investment Terms Aren't Everything Principle 2: The Strategic Advantage of Private Deal Flexibility Principle 3: Understanding Investment Instruments: Debt vs. Equity Principle 4: The Double-Edged Sword of Leverage Principle 5: Why Cash Flow Sharing Is a Dangerous Trap Principle 6: Hybrid Strategies That Win Principle 7: The Golden Rule of Debt Offerings Key Takeaways for Successful Deal Structuring Principle 1: Why Investment Terms Aren't Everything Here's a counterintuitive truth that might surprise you: investment terms and ROI are not the topmost concern for investors —they rank lower in priority than you might expect. Whilst entrepreneurs often lose sleep over whether to offer 15% or 20% equity, sophisticated investors are actually evaluating: Business model viability - Does the fundamental business make sense? Team quality - Can this leadership team execute the vision? Investment terms - What are the financial parameters? Notice that whilst terms do matter, they come after the fundamental questions about your business and team capabilities. This hierarchy matters because it shifts the conversation from purely transactional to relationship-focused. When you understand that investors are primarily betting on you and your business model, you can approach negotiations with greater confidence and flexibility. Strategic implication: Don't lead with terms. Lead with your compelling business story and demonstrate team competency. The terms become much easier to negotiate when investors are already convinced about points one and two. Principle 2: The Strategic Advantage of Private Deal Flexibility Unlike public markets with standardised instruments, private investment deals offer unprecedented creativity and flexibility in structuring terms. This flexibility is your secret weapon. Consider these creative structuring options: Performance-based equity adjustments Milestone-triggered conversion rights Asymmetric risk-reward profiles Customised exit provisions Industry-specific protections Real-world example: A SaaS startup might offer investors lower initial returns but higher conversion rates if specific recurring revenue milestones are hit. This aligns incentives and reduces risk for both parties. The key is viewing deal structure as a collaborative problem-solving exercise rather than a zero-sum negotiation. Principle 3: Understanding Investment Instruments: Debt vs. Equity Debt Financing: Predictability with Limitations Debt financing provides investors with fixed interest returns, creating predictable income streams regardless of business performance. Advantages: Guaranteed returns for investors You retain full ownership Interest payments are typically tax-deductible Clear repayment timeline Disadvantages: No upside potential for investors Fixed payment obligations regardless of cash flow Personal guarantees often required Interest Structure Options: Interest-only payments - Lower monthly obligations, balloon payment at end Amortised payments - Principal and interest paid throughout term Payment Frequency Flexibility: Monthly (standard) Quarterly (seasonal businesses) Annually (project-based businesses) Advanced Debt Features: Deferred interest - Payments accrue and are paid at maturity Convertible debt - Can exchange for equity during funding rounds or IPOs, often at a discount to market price Prepayment penalties - Ensure minimum returns if debt is retired early Equity Financing: High Risk, High Reward Equity financing allows investors to share in both profits and potential upside, including substantial gains from exits or IPOs. Advantages: Aligned long-term incentives No fixed payment obligations Investors bring expertise and networks Potential for exponential returns Disadvantages: Dilution of ownership Shared decision-making Total loss potential if business fails Critical equity distinctions Share Classes: Ordinary shares - Standard ownership with voting rights Preference shares - Priority in payouts and often enhanced voting rights Dilution Protection: Dilutable shares - Ownership percentage decreases in future funding rounds Non-dilutable shares - Maintain percentage ownership through anti-dilution provisions Principle 4: The Double-Edged Sword of Leverage Leverage amplifies both returns and risks in investment deals, making it a powerful but dangerous tool. How leverage works: Investors use borrowed money (debt financing) to increase their equity investment, potentially earning higher ROI on their actual cash contribution. Example scenario: Investment opportunity: £100,000 for 10% equity Investor's cash: £50,000 Borrowed funds: £50,000 If business succeeds, ROI is calculated on £50,000 investment, not £100,000 The critical warning: High leverage means if the business cannot service debt payments, the equity investment becomes worthless. The higher the leverage ratio, the higher the risk of total loss. Best practices for leveraged deals: Ensure conservative debt service coverage ratios Build in cash flow cushions Consider step-down leverage over time Maintain open communication about financial performance Principle 5: Why Cash Flow Sharing Is a Dangerous Trap One of the most common mistakes entrepreneurs make is offering investors a percentage of cash flow as an incentive. This approach seems logical but creates serious problems: The Capital Drain Problem Sharing cash flow immediately drains capital that businesses need for: Operational expenses Emergency reserves Growth investments Market opportunities The Credibility Damage Problem When you've committed to cash flow sharing but later need additional capital, you face a credibility crisis. Investors will question: Why do you need more money if the business is generating cash? How will new capital be used effectively? What changed in your business model? Reapproaching investors after cash flow sharing becomes exponentially more expensive and often impossible. Better Alternatives to Cash Flow Sharing Instead of immediate cash flow sharing, consider: Deferred payment structures Performance-based equity adjustments Exit-based return sharing Milestone-triggered distributions Principle 6: Hybrid Strategies That Win Debt plus equity kicker strategies often provide the best of both worlds for investors and entrepreneurs. How Hybrid Structures Work Primary investment: Traditional debt with agreed interest rate and repayment terms Equity kicker: Small equity stake (typically 1-5%) at no additional cost Dual benefits: Investor receives steady returns plus upside participation Why Investors Love This Approach Downside protection through debt repayment Upside participation through equity Continued engagement in business success Lower risk profile than pure equity Why Entrepreneurs Benefit Lower cost of capital than pure equity Retained control and majority ownership Aligned long-term partnerships Flexibility in capital structure Example structure: £500,000 debt at 8% annual interest with 3% equity kicker. Investor gets reliable returns plus meaningful upside if the business succeeds. Principle 7: The Golden Rule of Debt Offerings Never offer traditional debt if your business cannot reliably cover interest payments. This rule prevents financial distress and preserves relationships. Pre-Debt Checklist Before offering debt financing, ensure you can answer "yes" to: Do we have 18+ months of interest payments in projected cash flow? Can we service debt payments during seasonal downturns? Do we have alternative payment sources if primary revenue streams falter? Safe Alternatives When Cash Flow Is Uncertain Interest-Free Periods: 6-12 month grace periods for startups Seasonal payment schedules for cyclical businesses Milestone-based payment triggers Accrued Interest Until Exit: Interest compounds but no payments required All interest paid at business sale or major funding event Reduces cash flow pressure during growth phases Interest Reserves (Use Cautiously): Set aside portion of investment to cover interest payments Essentially giving investors their own money back Only use when absolutely necessary and with full transparency Key Takeaways for Successful Deal Structuring The art of investment deal structuring comes down to matching terms to your business's current financial position and exit strategy . Success requires: Strategic Alignment Understand what investors truly prioritise Structure deals that align long-term incentives Use flexibility as a competitive advantage Financial Realism Never commit to payments you can't reliably make Build in safety margins for unexpected challenges Consider multiple scenarios in your projections Creative Problem-Solving View negotiations as collaborative exercises Explore hybrid structures that benefit both parties Think beyond standard terms and traditional approaches Long-Term Relationship Focus Preserve capital for business operations Maintain credibility for future funding needs Structure deals that support sustainable growth Remember: the best investment deals aren't just about raising capital—they're about building partnerships that accelerate your business success whilst providing appropriate returns to those who believe in your vision. Previous Next The Operations First Manifesto Get instant access to The Operations First Manifesto and discover why great companies build different. No fluff. No generic advice. Just the uncomfortable truth about what's holding your business back—and the clear path to fixing it. Learn More

Finance has data and operational insight to identify key areas of businesses where value can be created to improve internal business performance. Strategic Transformation & Planning Financial Management & Performanc How Finance Can Drive Business Performance Finance has data and operational insight to identify key areas of businesses where value can be created to improve internal business performance. Learn more. Over the past decade, the role of finance has focused often exclusively on reducing costs — and they’ve been successful at it too, reducing costs on average around 30% across all industries. But research shows this focus is shifting from the traditional accounts management and cost cutting activities to instead a focus on finding and creating value adding activities for businesses. In other words — it’s time to rethink finance. This shift from traditional finance activities to value-driven activities is excellent news for businesses, but it isn’t without its challenges. The CFO, alongside their wider finance department, is in a unique position to lead this change and utilise data-driven decisions to improve business performance and productivity . That’s why in this article, we’ll be looking at: How finance functions are changing across businesses The challenge CFOs face in developing finance function How finance can drive business performance How Finance Functions are Changing Across Businesses As we mentioned in the introduction, for the previous decade the primary function of finance departments was to cut costs, something that most organisations achieved. Research shows the function of finance has moved on. In fact, on average five functions other than finance now report into the CFO. While surveys of CFOs reveal four in ten say they spent the majority of their time over the course of a year focusing on activities besides traditional and speciality finance. The CFOs who stated they focused on non-finance activities said they spent most of their time over the last year on: Strategic leadership Organisational transformation Performance management Capital allocation Big data and analytics Finance capabilities Technology trends ( cybersecurity, IT etc. ) Other functions ( risk management, procurement etc. ) Not only did CFOs spend more time in these areas, but they say they developed more value through these other activities. Only 18% of CFOs said traditional finance activities have created the most value for their company and 22% cite strategic leadership as the area with most value. This shift to value added activities makes perfect sense given the increasingly difficult, global economic landscape that businesses face. It is no longer practical to keep finance on the side lines, when they have the data, operational knowledge and analytical thinking to drive internal performance. But this change is not without its challenges. The Challenge CFOs Face in Developing Finance Function The barriers to finance functioning as it needs to to drive business performance are vast, but in summary: Disconnect between CFO responsibilities and perceived role A lack of investment in new data and automation technologies A lack of available talent and training A dated finance operating model Challenging the status quo of strategy A Disconnect Between CFO Responsibilities and Perceived Role There is a disconnect between how CFOs view their role and what other C-suite executives expect of them. From the above, we know the need for CFOs to be involved and even lead business strategy and to dedicate more of their time to this aspect in order to add value to businesses. Most CFOs and C-suite executives agree that CFOs are significantly involved in bringing deep financial expertise to boardroom discussions, as well as focusing these discussions on the creation of financial value. But while 79% of CFOs state they're significantly involved in allocating financial resources, only 29% of other C-suite executives agree. In a similar vein, another study reveals 51% of finance organisations are involved in setting strategy, but only 17% are seen as leading it. This research highlights a clear need for the role of the CFO to develop and for that change to be communicated to the rest of leadership to allow finance leaders to better develop strategy. A Lack of Investment in New Data and Automation Technologies It's apparent to all those within finance, and outside of it, that businesses have entered a new age of technology and automation in the Fourth Industrial Revolution. Finance technology in particular has developed so that many of the transactional activities that used to take up so much time are now almost exclusively automated. But the adoption of this technology has not logically led to the adoption of the next wave of financial technology. Less than one in three CFOs believe their company has the capacity to be competitive in their digitisation of business activities. A separate study reveals that only 10% of organisations have widespread use of reporting and predictive tools to aid data led insights to create value. This gap in investment in new data technologies presents considerable challenges for CFOs and finance departments in driving business performance. Without investment in advanced technologies, finance will struggle to identify areas of the business that could create the most value. Access to the right type of finance can be the difference between stagnation and scale. Whether you're navigating cash flow challenges, planning to invest in new capabilities, or preparing to enter new markets, knowing how to fund your business effectively is essential. From self-financing and reinvesting profits to seeking loans or external investors, each option carries different implications for control, risk, and growth potential. Aligning your financing approach with your long-term strategy helps ensure performance improvements are sustainable—not just reactive. A Lack of Available Talent and Training The new CFO and the new function of finance needs to look beyond the static job descriptions of finance currently. To strategise effectively, CFOs increasingly need a sense of commercial awareness. In fact, commercial acumen is ranked as the number one competency required in developing finance business partnerships. Looking beyond the CFO and into the wider finance department presents new challenges too. There is a global shortage of data scientists and analysts. But these skills are vital in being able to digest and action the insights available from machine learning and AI. A Dated Finance Operating Model The new finance technologies we mentioned above allow for more contextual reporting. Where previously, finance departments predominantly looked at internal sources of data, new technologies allow this data to be put into a wider external context. For example, profit projections can be contextualised against overall industry performance. This is great news as it will deliver more accurate reporting, allowing for better planning. But with it come new challenges. Current finance operating models lack both the data management practices and the departmental agility to react to wider contextual changes effectively. Annual, or even quarterly reporting , does not allow for sufficient reactivity to changing economic circumstances — and we've all seen over the last year how quickly those circumstances can change. Challenging the Status Quo of Strategy More than 50% of a company's growth comes not from internal performance improvements, but simply from functioning in markets that are doing well. It makes sense then, that when it comes to business strategies, companies allocate 90% or more of their resources to the same projects and activities as the last year, regardless of changes in environment. CFOs and finance departments face the unique challenge of changing the status quo for business strategy. Even with data-driven insights, they will still need buy-in from all other stakeholders and leadership to actually be able to lead these changes. How Finance Can Drive Business Performance Though the challenges are plentiful, there is much finance departments can do to tackle them successfully. The following steps are a good start: Develop the role of the CFO Invest in modern technologies Change the finance operating model Identify and target performance drivers Collaborate with the rest of the organisation Develop the Role of the CFO The CFO is at the helm of the financial ship. Without their direction and guidance, all other efforts will lack direction and clarity. The CFO then needs to champion these changes as a finance leader. They need to guide the wider department and business in focusing on value added activities. Vanessa Simms , CFO of Grainger, recognises this shift in role: “Traditionally a CFO has been about stewardship, performance management, whereas now I think fundamental to the role is being a good business partner, helping the business make the right decisions, and helping to execute strategy. I see that as fundamental to the CFO role." CFOs then need to move from leading just the finance department to a more holistic position of leadership. This isn't a challenge they can face alone and represents a need for wider business hierarchies to shift and allow for better data-driven strategies to take prominence. To achieve this, the CFO must possess a variety of new skills that were not formerly associated with the role, with the top CFO skills cited as : Excellent communication skills Wider people skills Leadership skills Commercial acumen The ability to support and also challenge the CEO Analytical and strategic skills Invest in Modern Technologies This step is a little simpler. Companies cannot hope to remain competitive in a digital age unless they invest in new technologies that help them drive business performance. The technologies that are revolutionising finance are vast, with many new contenders to the scene. CFOs and finance departments need to have a good understanding of the finance technologies that can best benefit their businesses, as well as the backing from other C-Suite executives to invest in them. Advanced analytics can allow finance departments to make more effective, reactive decisions. As such, it’s important that finance departments play a clear role in managing data and should be a key player in data strategies. Where possible, technologies that allow laborious tasks to be automated should be invested in, allowing staff more time to dedicate to strategic tasks and innovation, driving better internal business performance. Change the Finance Operating Model The purpose of finance is now to drive performance, but the current finance operating model is static and allows for little agility or reactivity. Finance departments need a new operating model. They need to be able to work faster and more dynamically so that when data highlights new opportunities for performance, teams can work reactively to plan the steps needed to maximise those opportunities. Though one operating model cannot fit all businesses, there is a strong argument that the finance operating model could look more akin to the common IT operating model. These typically consist of flatter hierarchies of teams with agile working principles, allowing for high performance working. At the same time, finance departments need their staff to have the right behaviours for the new finance function, as well as the correct skills for the future. To address these, finance departments, alongside HR, can use selective hiring techniques to hire for the behaviours to best suit the role and wider company. So for example, instead of hiring solely for analytical skills ( which can be taught ), companies can hire those who display change agent behaviours instead. Of course, there is still a need for analytical skills within finance, as well as a more pressing need for advanced data analytical skills. Businesses must invest in their employees' skill development throughout their career to ensure the finance department has the right skills and behaviours to produce the best results. Identify and Target Performance Drivers With the right technologies, team and leadership, finance departments can move onto this vital step; the switch from cost reduction strategies. Cost reduction is a short-term fix. For companies that want to grow in the long-term, it is not a sustainable business strategy. Cost cutting is a counterproductive strategy which often leads to missed opportunities, high operational costs and inefficiencies across businesses. Instead, the CFO and wider finance department must bring unique insight into where capital allocation is best-used, based on data. They can achieve this by using advanced analytics to identify areas of the business where changes could add value and help grow the business. For example, improving product offerings, growing existing business units, diversifying the business and so on. Collaborate With the Rest of the Organisation As clarified above, the CFO must act as a trusted business partner to other C-Suite executives or leaders within the business. But the finance department needs to communicate this across other departments and throughout the wider business. This ensures everyone has the information they need to understand the decisions taken and the reasoning behind them. Research shows an overwhelming majority of 88% agree that the CFO has a substantial role to play in supporting operations across businesses. To achieve this, concise and transparent communication is a must. Performance and productivity is everyone’s concern, even if it is led by finance. Working with departments such as IT, sales, marketing and R&D to identify areas where performance can be improved ensures it is a common goal for everyone across the business to work towards. Finance should present data in an accessible way with the relevant context necessary for departments to have the most comprehensive understanding possible. New technologies with real time data available on interactive dashboards can be helpful in aiding these transparent communications between finance and other departments. Looking to the Future From this research, it is clear the change of finance function from accounting to business performance is already underway for many businesses. For businesses that hope to remain competitive, it is imperative that finance is utilised to drive business performance through data-driven decisions. CFOs play a key role in implementing these changes and guiding businesses into a more productive and profitable future. Previous Next The Operations First Manifesto Get instant access to The Operations First Manifesto and discover why great companies build different. No fluff. No generic advice. 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Discover why companies rely on OKRs to bridge the gap between strategy and action. Learn how OKRs drive focus, alignment, accountability, and business growth. Data-Driven Performance & ROI Productivity & Performance Management Why Companies Use OKRs: Driving Focus, Alignment, and Growth OKRs aren’t just a trendy management tool—they’re a proven framework for enhancing focus, alignment, and growth. Whether you're a start-up looking to scale or an established enterprise aiming for operational excellence, OKRs provide the structure needed to turn ambitions into measurable achievements. Imagine setting out on a journey without a map or a clear destination. That’s what running a business without defined goals can feel like—uncertain and scattered. This is where OKRs (Objectives and Key Results) come in. Far from just another management trend, OKRs offer a structured approach to goal-setting that connects big-picture strategy with everyday actions. But why have companies from Google to LinkedIn embraced them so enthusiastically? What Are OKRs? OKRs stand for Objectives and Key Results . They are a simple yet powerful framework used to set goals and measure progress. Objectives define what you want to achieve—they should be clear, inspiring, and ambitious. Key Results outline how you'll measure success, using specific, measurable outcomes to track progress. Together, they help organisations align efforts, focus on priorities, and achieve meaningful results. 1. Bridging the Strategy-Action Plan Gap The main reason companies use OKRs is to bridge the gap between strategic goals and actionable plans for strategic scaling . Many organisations struggle to translate high-level strategies into day-to-day tasks that drive results. OKRs create a clear connection between the company's vision and the specific actions required to achieve it, ensuring that strategic objectives are not just ideas on paper but are actively pursued across all levels. 2. Clarity and Focus OKRs help companies zero in on what truly matters. Objectives are broad, inspirational goals that define where you want to go, while Key Results are measurable outcomes that track progress. This combination ensures teams are not scattered across conflicting priorities, fostering a laser-like focus on what drives impact. 3. Alignment Across Teams One of the biggest challenges in any organisation is ensuring that different teams work towards the same overarching goals. OKRs create a transparent environment where everyone can see how their work contributes to the company's mission. This alignment reduces silos, enhances collaboration, and ensures resources are allocated efficiently. 4. Measurable Results and Accountability Unlike traditional goal-setting methods that rely on vague aspirations, OKRs demand measurable outcomes. This emphasis on data-driven results promotes accountability at all levels. Teams and individuals know exactly what success looks like, making it easier to track progress and adjust strategies when needed. 5. Driving Business Growth Ultimately, OKRs are a catalyst for growth. By focusing on clear objectives and tracking key results, companies can identify what works, scale successful initiatives, and drive consistent performance improvements. This strategic discipline is why many high-growth companies swear by OKRs. Conclusion OKRs aren’t just a trendy management tool—they’re a proven framework for enhancing focus, alignment, and growth. Whether you're a start-up looking to scale or an established enterprise aiming for operational excellence, OKRs provide the structure needed to turn ambitions into measurable achievements. Previous Next The Operations First Manifesto Get instant access to The Operations First Manifesto and discover why great companies build different. No fluff. No generic advice. Just the uncomfortable truth about what's holding your business back—and the clear path to fixing it. Learn More

Explore the journey towards eco-conscious profits as we delve into crafting a sustainability roadmap that benefits both the planet and your bottom line. Purpose & Sustainability Leadership Sustainability & ESG Create a Sustainability Roadmap: Paving the Path to Greener Profits In the pursuit of profitability, forging a sustainability roadmap is the compass that leads to eco-conscious success. Discover how to balance financial growth with environmental responsibility and reap greener profits. Green Profits Ahead: Crafting Your Sustainability Roadmap Creating a sustainability roadmap that not only benefits the environment but also enhances profitability is like embarking on a thrilling journey with the Earth as your compass and innovation as your vehicle. It's a challenge, but the rewards are immense, and it's a journey worth taking. In this comprehensive guide, we will explore the ten crucial steps to building a sustainability roadmap that aligns with your business goals and fosters profitability. We'll delve into the intricacies of each step, providing insights and practical tips to help you navigate this exciting voyage toward a more sustainable and profitable future. 1. Define Your Destination Every successful journey begins with a clear destination in mind. Your sustainability voyage is no different. To start, you must define your sustainability and profitability goals. Ask yourself, what does sustainability mean for your organisation? Do you aim to reduce your carbon footprint, minimise waste, or perhaps invest in renewable energy sources? These are the critical questions that will shape your roadmap. The first step in building your roadmap is to articulate your objectives. This sets the direction for your sustainability journey and aligns your team around common goals. Be specific in your objectives and ensure they are measurable. For example, if your goal is to reduce energy consumption, specify the percentage or amount by which you aim to reduce it. 2. Take a Green Inventory Before you can plan your journey, you need to understand where you currently stand. This involves taking a "green inventory" of your organisation's environmental impact, resource usage, and areas of waste. By conducting a comprehensive audit, you'll gain a clear understanding of your organisation's environmental footprint. This audit will not only inform your sustainability roadmap but also reveal areas where cost-saving opportunities lie hidden. Often, sustainability initiatives lead to cost reductions, and identifying these potential savings can significantly contribute to profitability. Keep an eye out for areas where resource efficiency can be improved, waste reduced, and environmental impacts mitigated. 3. Innovation as Your Vehicle Innovation is the engine that drives your sustainability and profitability roadmap. Embracing cutting-edge technologies and sustainable practices can optimise your processes and help you achieve your sustainability objectives. For instance, incorporating Internet of Things (IoT) sensors for energy management or switching to eco-friendly materials in your products can be game-changers. Seek out innovation that aligns with your sustainability goals and offers long-term cost savings. Collaboration with technology providers, research institutions, and industry partners can help you stay at the forefront of sustainable practices and maintain your competitive edge. 4. Short-Term and Long-Term Milestones A well-defined roadmap includes both short-term and long-term milestones. Short-term goals provide immediate direction, while long-term objectives keep your organisation focused on its overarching vision. Your roadmap should include specific, time-bound targets that help measure your progress. For example, short-term goals might involve reducing water and energy consumption by a certain percentage within a year, while long-term objectives could entail achieving carbon neutrality within a decade. These milestones not only measure your sustainability efforts but also serve as motivation for your team, helping them stay engaged in the journey. 5. Engage Your Team Your sustainability roadmap is a collective effort, and your team is your crew on this voyage. Engaging your team is vital to the success of your sustainability initiatives. Encourage their participation, value their feedback, and provide the necessary training to ensure everyone is on board. Sustainability should be ingrained in the company culture, from the CEO to the janitor. Establish cross-functional teams responsible for driving sustainability initiatives and ensure that employees at all levels understand the significance of their roles in achieving the organisation's sustainability goals. 6. Financial Planning Sustainability doesn't have to mean sacrificing profitability. In fact, it often leads to cost savings and can create new revenue streams. Include financial planning as an integral part of your roadmap. Consider the costs of implementation, return on investment (ROI) projections, and potential grants or incentives for green initiatives. Be prepared to allocate resources for sustainability projects and, when necessary, seek financing options to support your initiatives. As your sustainability efforts start to yield financial benefits, reinvest those savings into further enhancing your sustainability measures and profitability. 7. Stakeholder Engagement Sustainability is not a solitary journey. Engage with your stakeholders - customers, suppliers, investors, and the community. Transparency is key when it comes to sustainability. Share your sustainability goals and achievements openly, building trust and creating a sense of shared responsibility. Stakeholders can provide valuable feedback, innovative ideas, and even financial support for your sustainability initiatives. By involving them in your journey, you'll create a network of support and increase your organisation's overall impact. 8. Measure, Monitor, Adapt Just like any journey, you need to measure your progress and be willing to adjust your course as needed. Implement tracking systems and conduct regular sustainability audits to ensure you're on the right path. These assessments help you understand which initiatives are working and which may need refinement or expansion. As the sustainability landscape evolves, be prepared to adapt your roadmap accordingly. Stay informed about changing regulations, emerging technologies, and shifting consumer preferences, and be ready to pivot when necessary to stay aligned with your goals. 9. Communication and Marketing Your sustainability journey isn't complete if you don't tell the world about it. Your commitment to sustainability can be a powerful marketing tool, attracting environmentally-conscious consumers and investors. Use your successes as stories to inspire others and showcase your brand's dedication to positive change. Develop a robust communication strategy that highlights your sustainability achievements and the positive impact they have on the environment and society. Share your progress through various channels, including your website, social media, and press releases, and consider participating in industry events and sustainability awards programs to gain recognition for your efforts. 10. Celebrate Milestones Don't forget to celebrate your sustainability milestones, no matter how small they may seem. Acknowledge the hard work and commitment of your team. Recognise achievements with awards, incentives, or simple acknowledgments. Celebrating milestones not only boosts morale but also reinforces the importance of sustainability within your organisation's culture. Remember, the sustainability journey is not just about reaching the destination; it's also about enjoying the journey and recognising the positive impact you're making on the planet and your bottom line. In the end, building a sustainability roadmap that promotes both environmental responsibility and profitability is about finding the sweet spot where the interests of your business and the planet align. It's a dynamic journey that requires continuous effort, innovation, and a passionate team. With the right roadmap, your company can become a beacon of sustainable success in a world where environmental responsibility and profitability go hand in hand. So, fasten your seatbelt and get ready for an exciting and rewarding adventure toward a greener, more profitable future! Your journey toward sustainability and profitability starts now. Previous Next The Operations First Manifesto Get instant access to The Operations First Manifesto and discover why great companies build different. No fluff. No generic advice. Just the uncomfortable truth about what's holding your business back—and the clear path to fixing it. Learn More

If you’re new to sales management, this guide breaks down what it is, why it matters, and how it helps teams sell smarter, faster, and more consistently. Data-Driven Performance & ROI Sales & Marketing Excellence What is Sales Management? If you’re new to sales management, this guide breaks down what it is, why it matters, and how it helps teams sell smarter, faster, and more consistently. Sales are the lifeblood of any business. Without a steady flow of revenue, even the best products and services can’t keep the lights on. That’s where sales management comes in—an essential function that turns selling from a chaotic scramble into a strategic, scalable operation. Sales Management Defined At its core, sales management is the process of planning, directing, and controlling the sales activities of a business . It involves building a team, setting goals, developing strategies, tracking performance, and constantly seeking ways to improve results. It’s both an art and a science—balancing people, processes, and performance to generate consistent revenue growth. The 3 Pillars of Sales Management Sales management can be broken down into three key pillars: 1. Sales Operations This includes the structure, systems, tools, and processes that support the sales team. From setting territories to managing CRM systems and generating reports, sales operations keep things running smoothly behind the scenes. 2. Sales Strategy This is the plan of action—who you’re selling to, how you position your offer, pricing, channels, and goals. Great sales management ensures the sales strategy aligns with broader business objectives and adapts to market conditions. 3. Sales Team Management Sales is still very much a people-first profession. Recruiting the right talent, setting targets, motivating the team, coaching performance, and handling accountability all fall under the leadership side of sales management. Why It Matters Good salespeople can close deals. But great sales management builds systems that allow the entire team to thrive and scale. When done well, sales management: Increases revenue and profit Improves forecasting and pipeline visibility Aligns sales with marketing and customer service Reduces employee turnover by supporting reps Enables better decision-making through data It’s not just about hitting this month’s target—it’s about creating sustainable, repeatable growth. Sales Management in the Age of Automation Technology has transformed sales. Modern sales management now includes: CRM platforms to track and analyse leads Sales enablement tools to support reps AI-powered forecasting and lead scoring Workflow automation to free up time for selling But tools alone don’t create success. It still comes down to people, performance, and process. That’s why the best sales managers blend data with empathy and structure with flexibility. Sales management is about more than just overseeing a team—it’s about creating a system that drives consistent, strategic, and scalable growth. Whether you're leading a small team or managing a global salesforce, strong sales management turns potential into performance. Previous Next The Operations First Manifesto Get instant access to The Operations First Manifesto and discover why great companies build different. No fluff. No generic advice. Just the uncomfortable truth about what's holding your business back—and the clear path to fixing it. Learn More

Learn how to manage and update Standard Operating Procedures (SOPs) effectively. Discover strategies for version control, regular reviews, updates, archiving, and continuous improvement to ensure SOPs remain relevant and compliant. AI-Powered Process Excellence Operational Excellence & Process Improvement Managing and Updating Standard Operating Procedures (SOPs) for Long-Term Success Explore essential practices for keeping SOPs current, from document control and scheduled reviews to archiving old versions and incorporating continuous feedback for operational improvement. Once SOPs are written and implemented, they must be properly managed and updated to remain relevant, accurate, and effective. SOPs are dynamic documents that should evolve as business processes, technologies, regulations, and organisational needs change. Effective management and regular updates ensure that SOPs continue to support operational excellence, compliance, and efficiency over time. We'll outline how to manage, review, and update SOPs to keep them current and aligned with organisational goals. 1. Establish a Formal SOP Management System To manage SOPs effectively, organisations must have a formal system in place for controlling, distributing, and updating these documents. This ensures that the correct versions are always accessible and that updates are properly tracked. Document Control and Storage Centralised Document Management System (DMS) : A Document Management System (DMS) is essential for managing SOPs in a structured and secure manner. The DMS serves as a central repository where all SOPs are stored and can be accessed by authorised personnel. Examples of DMS software include SharePoint , Google Workspace , Confluence , or industry-specific platforms like MasterControl . Version Control : Each SOP should have version control that records the history of changes made to the document. Version control tracks what changes were made, why they were made, and who approved them. A version control table at the beginning or end of the document can provide this transparency: VersionDateChange SummaryApproved By1.001/02/2024Initial releaseJohn Smith1.120/05/2024Updated to reflect new safety protocolsJane Doe Controlled Access : Ensure that only authorised personnel have editing rights to SOPs. However, all relevant employees must have access to view the SOPs they need. Limiting editing permissions prevents unauthorised changes, while open access to view ensures that employees are using the correct version of the SOP at all times. Distribution and Communication Automated Updates : When a new version of an SOP is published or an existing one is updated, ensure that notifications are automatically sent to all relevant employees. Use a push notification system or email alerts to inform employees about the update and direct them to the latest version of the SOP. Acknowledgment of Receipt : For critical SOPs, especially those related to safety or compliance, require employees to confirm that they have read and understood the latest version of the SOP. This can be done digitally through a DMS or other internal communication tools. By establishing a robust SOP management system, organisations ensure that SOPs are consistently available, versioned, and accessible, minimising the risk of employees following outdated or incorrect procedures. 2. Scheduled SOP Reviews Regularly scheduled reviews of all SOPs ensure that they remain relevant and effective. A proactive review schedule prevents SOPs from becoming outdated, non-compliant, or inefficient. Review Frequency Annual or Biannual Reviews : For most organisations, a full review of all SOPs should be conducted annually or biannually. However, the review frequency may vary depending on the complexity of the process, the rate of technological change, or regulatory requirements. For example, SOPs related to rapidly evolving areas such as IT or healthcare might require more frequent reviews. Ad Hoc Reviews : In addition to scheduled reviews, ad hoc reviews should be triggered whenever there are significant changes to the process, technology, or regulations. For instance, if new equipment is introduced in a manufacturing environment or a law changes in a regulated industry, any affected SOPs must be reviewed and updated accordingly. Assigning Review Responsibility Process Owners and SMEs : The Process Owner or Subject Matter Expert (SME) should be responsible for reviewing and updating the SOP. These individuals have the technical knowledge and insight necessary to ensure that the SOP accurately reflects current processes. Compliance and Quality Assurance : SOPs that are tied to regulatory compliance or quality control should also be reviewed by the Compliance Officer or Quality Assurance (QA) team to ensure that they continue to meet legal and quality standards. Scheduled reviews, both periodic and triggered by changes, ensure that SOPs remain relevant and accurate, reducing the risk of non-compliance or operational inefficiencies. 3. Updating SOPs to Reflect Changes SOPs must be updated to reflect any changes in business processes, technology, or regulations. Failing to update SOPs promptly can result in confusion, errors, or non-compliance. Types of Changes Requiring SOP Updates Process Changes : Whenever a business process changes, the related SOPs must be revised to reflect the new steps. For example, if new software is implemented in an IT department, all SOPs related to that software must be updated with the new instructions, configuration settings, and troubleshooting procedures. Regulatory Updates : Changes in regulations, whether local, national, or international, often require SOP updates to ensure continued compliance. For example, updates to OSHA safety standards or changes to GDPR data protection laws would necessitate revisions to affected SOPs. Technological Advancements : New technologies, equipment, or tools frequently change the way processes are executed. When new machinery is introduced, related SOPs must be updated to include new operational instructions, safety precautions, and maintenance requirements. Managing the Update Process Gathering Input from SMEs : When updates are needed, engage Subject Matter Experts (SMEs) and frontline employees to ensure that the new SOP reflects the current operational realities. SMEs provide the technical details necessary to craft the updated instructions, while frontline employees offer practical insights into how the process works on the ground. Drafting the Update : When drafting the updated version of the SOP, clearly indicate which sections have been revised. This can be done with highlighting, bold text, or annotations in the version control table. Approval Workflow : Updated SOPs should go through the same approval process as new SOPs, involving Process Owners , Compliance Officers , and any other relevant stakeholders. Ensure that the approval is documented in the version history. Communicating Changes Update Notifications : Once the updated SOP is approved, notify all relevant personnel about the changes and make the new version immediately accessible through the DMS. Clearly communicate what has changed and whether any additional training is required. Training on Updates : If the changes are substantial, retraining may be necessary. For instance, if new safety protocols or equipment instructions are introduced, employees may need to attend workshops or online training sessions to ensure they understand and can apply the updates. By updating SOPs promptly and accurately, organisations ensure that employees are always following the correct procedures, reducing the risk of errors and non-compliance. 4. Archiving Old Versions While it is essential to keep SOPs current, it’s equally important to maintain records of previous versions for reference, audit trails, and accountability. Version Archiving Digital Archiving : Use a DMS to archive older versions of SOPs securely. Digital archiving ensures that older versions are accessible for historical reference without cluttering the workspace with outdated documents. Label each archived version with its version number, dates of use, and a brief summary of why it was superseded. Audit and Compliance Purposes : Retaining older versions of SOPs is often necessary for audits or regulatory inspections . These archived documents provide a clear record of what procedures were in place at a given time, helping the organisation demonstrate compliance with regulations during that period. Accessibility of Archives Read-Only Access : While only current versions of SOPs should be editable or accessible to general staff, archived versions should be available in read-only format for auditing or historical research. This prevents unauthorised use of outdated procedures while preserving access to important documentation. Archiving previous versions ensures that organisations maintain a clear audit trail and have access to historical documentation if needed for regulatory compliance or process improvement efforts. 5. Continuous Improvement and Employee Feedback Effective SOP management doesn’t end with updating and archiving documents. Organisations should seek to continuously improve SOPs based on employee feedback, operational data, and process optimisation strategies. Collecting Employee Feedback Encourage Open Feedback Channels : Employees who follow SOPs daily are often the best source of information about what works well and what needs improvement. Encourage employees to report any issues, inefficiencies, or suggestions for improvement. This could be done through formal feedback forms, surveys, or suggestion boxes. Regular Check-Ins : Set up periodic meetings between employees and Process Owners to discuss how well the SOPs are functioning. These check-ins provide a structured opportunity to gather insights on areas that may need improvement. Continuous Improvement (CI) Methodologies Lean and Six Sigma : Apply Lean or Six Sigma methodologies to identify inefficiencies or unnecessary steps in the SOP. Use tools like value stream mapping to visually represent the process and highlight areas for improvement. Kaizen : Implement a Kaizen approach to continually seek small, incremental improvements in SOPs. This method encourages employees to take ownership of the SOP improvement process, fostering a culture of continuous improvement across the organisation. By regularly collecting feedback and applying continuous improvement principles, organisations can ensure that their SOPs are not only accurate and compliant but also optimised for efficiency and effectiveness. 6. Metrics for Evaluating SOP Effectiveness To manage SOPs effectively, it’s important to evaluate their performance regularly. Establishing Key Performance Indicators (KPIs) allows organisations to measure how well SOPs are working and whether they are achieving their intended objectives. Key Metrics for SOP Evaluation Compliance Rates : Track how consistently employees are following SOPs. A low compliance rate may indicate that the SOP is difficult to follow, unclear, or not well-enforced. Error and Incident Rates : Measure the frequency of errors, defects, or incidents related to the processes governed by SOPs. A decrease in errors or incidents is a strong indicator that the SOP is effective. Process Efficiency : Use operational metrics such as cycle time , downtime , or throughput to evaluate the efficiency of processes governed by SOPs. If an SOP leads to a reduction in cycle time or increases throughput, it’s likely contributing to operational excellence. Audit Findings : Regular audits can reveal whether SOPs are being followed correctly and whether they meet compliance standards. A reduction in audit findings related to non-compliance is a positive sign that the SOP is effective. By tracking these metrics, organisations can evaluate the effectiveness of their SOPs and make data-driven decisions about updates or improvements. 7. Ensuring Compliance and Monitoring Adherence Once an SOP is implemented, it’s essential to monitor compliance to ensure that employees are consistently following the prescribed steps. Non-compliance can lead to inefficiencies, increased risk of errors, and potential regulatory violations. Monitoring Compliance Regular Audits and Inspections : Schedule regular audits or inspections to ensure that employees are following SOPs. Audits can be conducted by compliance officers , quality assurance teams , or department heads. During the audit, review documentation, observe processes, and speak with employees to verify that the SOP is being followed correctly. Random Spot Checks : In addition to scheduled audits, consider performing random spot checks to catch potential deviations from SOPs before they become ingrained habits. Spot checks can help ensure ongoing vigilance and adherence to the SOP. Use of Technology : For digital processes or tasks involving machinery, use automation tools or process monitoring software to track compliance. For instance, in a manufacturing environment, equipment settings can be logged and monitored to ensure they are consistently set according to the SOP. Incentives and Consequences Positive Reinforcement : Encourage adherence to SOPs by offering incentives or recognition to employees who consistently follow the procedures. For example, departments that consistently meet SOP-related performance metrics could be recognised with rewards or bonuses. Addressing Non-Compliance : When non-compliance is identified, address it promptly. This could involve re-training employees, revising the SOP to make it clearer, or implementing disciplinary actions for serious violations. Clear consequences for failing to follow SOPs help ensure that employees take compliance seriously. Regular monitoring, combined with positive reinforcement and clear consequences for non-compliance, helps ensure that SOPs are followed consistently, reducing the risk of errors and regulatory violations. Conclusion Effective management and regular updates of SOPs are essential for maintaining their relevance, accuracy, and compliance. By establishing a structured management system, scheduling regular reviews, updating SOPs as needed, archiving old versions, and continuously improving procedures, organisations can ensure that their SOPs remain a valuable tool for operational excellence. Managing SOPs with care and precision is key to fostering a culture of consistency, accountability, and efficiency throughout the organisation. Previous Next The Operations First Manifesto Get instant access to The Operations First Manifesto and discover why great companies build different. No fluff. No generic advice. Just the uncomfortable truth about what's holding your business back—and the clear path to fixing it. Learn More

Discover how to embed learning into employee high-performance workflows with effective strategies that enhance employee engagement and drive organisational success. Explore the importance of contextualised learning, micro-learning, and measuring progress. AI-Powered Process Excellence Operational Excellence & Process Improvement Integrating Learning into Employee High-Performance Workflows Transforming employee development through embedded learning strategies for sustained success. Effective Learning and Development (L&D) initiatives are vital for the success of both employees and organisations. But what does it take to create initiatives that yield significant positive outcomes? As highlighted in a HBR article , traditional training methods often fail to yield significant positive outcomes, with many organisations struggling to demonstrate a return on their L&D investments. How to Improve Employee Engagement and Boost Productivity Why Employee Engagement Matters Employee engagement directly impacts your company’s profitability and productivity. Developing a strong employee engagement strategy is essential to gaining a competitive edge. Engaged employees drive innovation, enhance customer experiences, and contribute to a thriving organisational culture. Your employees are the link between your company and your customers. Whether they manage emails, phone calls, eCommerce platforms, or warehouse operations, their attitude and performance shape customer perceptions. Engaged employees deliver better service, fostering stronger customer relationships and loyalty. The Hidden Costs of Poor Employee Engagement Poor employee engagement can drain your business financially and culturally. It leads to: Decreased Productivity : Unmotivated employees underperform, limiting business growth. Higher Turnover Rates : Disengaged staff are more likely to leave, increasing recruitment and training costs. Increased Absenteeism : Lack of engagement often correlates with frequent absences. Reduced Innovation : Disengaged teams contribute fewer ideas and solutions. Weakened Customer Service : Low morale negatively affects customer interactions, harming your brand's reputation. Financial repercussions include higher hiring expenses, lost productivity, and diminished customer retention. Addressing engagement issues safeguards organisational success. Boosting Engagement to Enhance Customer Loyalty Engaged employees feel valued, respected, and heard. Fostering a positive workplace culture boosts morale and reduces turnover. This leads to: Enhanced Service Delivery : Motivated employees provide exceptional customer experiences. Increased Customer Retention : Satisfied employees create loyal customers. Higher Revenue : Improved service drives repeat business and higher lifetime customer value. A disengaged workforce can lead to complacency and poor performance, impacting overall team morale. In contrast, engaged employees contribute to a dynamic, collaborative environment that encourages continuous improvement. Practical Tips to Improve Employee Engagement Listen and Understand : Address why disengagement exists before attempting solutions. Identify barriers to motivation. Empower Employees : Equip staff with the authority to resolve customer issues promptly and effectively. Define Organisational Values : Establish clear behavioural expectations for staff interactions with colleagues and customers. Hire for Attitude and Fit : Prioritise mindset and cultural alignment during recruitment. Encourage Feedback : Create channels for employees to share insights and ideas. Implementing Effective Feedback Systems Feedback is valuable only when it prompts action. Develop systems that: Prioritise Listening : Actively hear employee concerns. Acknowledge Contributions : Recognise valuable feedback. Take Action : Implement meaningful changes based on employee input. By fostering an engaged workforce, your business will experience improved productivity, stronger customer loyalty, and long-term growth. Building a Culture of Learning High-performance workflows are characterised by continuous improvement and employee engagement. Robust L&D programs not only equip employees with the necessary skills to excel in their roles but also demonstrate a commitment to investing in their development. This approach strengthens company culture and enhances employee commitment. However, many organisations face challenges in demonstrating a clear return on their L&D investments. Studies indicate that a staggering 90% of the $200 billion spent annually on corporate training and development in the United States fails to deliver tangible results. The main barriers to effective L&D programs include: Learning Context: Traditional training often occurs outside the workplace, creating a gap between learning and real-world application. Time Constraints: Employees must balance their regular responsibilities with their learning commitments. Accountability: Often, the responsibility for applying new knowledge falls solely on the learner, with little ongoing support. The Solution: Learning in the Flow of Work The good news is that organisations can overcome these challenges by embedding learning into employee high-performance workflows. To facilitate this integration, the following five strategies grounded in research can help align employee development programs with key organisational outcomes, ultimately enhancing return on investment: Contextualise the Learning Learning is most effective when it occurs in the context in which it will be applied. Implementing customised training sessions tailored to specific team needs can facilitate this. For instance, initiating "learning meetings" where employees share insights from recent training and discuss their practical application within their workflows can contextualise the learning and strengthen team collaboration. Nudge, Nudge, Nudge Research has shown that small reminders can effectively encourage learning application. Organisations can implement brief, targeted nudges through email or internal communications, linking them directly to the concepts learned. These nudges should be concise, relevant, and end with a specific call to action, prompting immediate application of the learned concepts. Build in Time for Reflection Reflection is essential for reinforcing learning. Scheduling dedicated time for employees to reflect on their learning experiences encourages them to consider how they’ve applied new knowledge in their roles. Facilitating these discussions helps employees recognise the impact of their learning and strengthens their commitment to applying it. Create Micro-Learning Experiences Breaking down training content into manageable chunks can significantly enhance retention. Instead of lengthy workshops, organisations can offer micro-learning sessions that fit seamlessly into employees’ schedules. Short, focused training on specific topics will increase engagement and make it easier for employees to integrate what they’ve learned into their daily workflows. Measure Progress To accurately assess the effectiveness of L&D programs, it is crucial to track employee progress through pre- and post-assessments, as well as real-time behaviour changes. Gathering feedback on questions like, “Did you apply what you learned this week?” will provide insights into the effectiveness of training. By aggregating this data at the team or organisational level, trends and areas for improvement can be identified, ensuring that learning initiatives yield measurable benefits. Conclusion By embedding learning into employee high-performance workflows, organisations can foster a culture of continuous improvement that enhances individual performance and drives organisational success. Embracing these strategies will facilitate wise investments in people, create a more engaged workforce, and ultimately achieve operational excellence. Previous Next The Operations First Manifesto Get instant access to The Operations First Manifesto and discover why great companies build different. No fluff. No generic advice. Just the uncomfortable truth about what's holding your business back—and the clear path to fixing it. Learn More

Carbon reduction planning is essential for mitigating climate change, involving setting targets, sustainable practices, and global cooperation for emission reductions. Purpose & Sustainability Leadership Sustainability & ESG Carbon Reduction Planning: A Blueprint for a Sustainable Future Carbon reduction planning is essential for mitigating climate change, involving setting targets, sustainable practices, and global cooperation for emission reductions. Crafting a Sustainable Tomorrow: The Power of Carbon Reduction Planning In a world grappling with the ever-increasing challenges of climate change, carbon reduction planning has become an imperative for governments, businesses, and individuals alike. As we witness the consequences of rising global temperatures, extreme weather events, and the depletion of natural resources, the urgency of mitigating carbon emissions cannot be overstated. Carbon reduction planning is not just about environmental stewardship; it is a roadmap to a sustainable future. In this article, we will explore the significance of carbon reduction planning, its key components, and the role it plays in addressing the climate crisis. The Urgency of Carbon Reduction The Intergovernmental Panel on Climate Change ( IPCC ) has issued dire warnings about the consequences of unchecked carbon emissions. With the earth's average temperature continuing to rise, the impacts of climate change, including more frequent and severe droughts, floods, storms, and the displacement of communities, are becoming increasingly evident. The urgency of carbon reduction planning cannot be understated. It is our best chance to curb these devastating effects and secure a habitable planet for future generations. Key Components of Carbon Reduction Planning Setting Clear Emission Reduction Targets A fundamental aspect of carbon reduction planning is the establishment of clear, ambitious, and science-based emission reduction targets. Governments, businesses, and individuals need to commit to specific goals that align with the Paris Agreement's objective to limit global warming to well below 2°C above pre-industrial levels. Transitioning to Renewable Energy The energy sector is a major contributor to carbon emissions. Transitioning from fossil fuels to renewable energy sources such as wind, solar, and hydroelectric power is pivotal in carbon reduction planning. This shift not only reduces emissions but also helps to diversify energy sources and create sustainable job opportunities. Enhancing Energy Efficiency Efficiency gains are critical in reducing carbon emissions. This includes improving the efficiency of industrial processes, transportation, and buildings. Investments in energy-efficient technologies and practices can lead to substantial carbon reductions. Sustainable Transportation The transportation sector is a significant source of carbon emissions. Implementing measures such as promoting electric vehicles, improving public transportation, and encouraging active transportation (walking and cycling) are essential components of carbon reduction planning. Reforestation and Afforestation Forests play a vital role in sequestering carbon dioxide. Carbon reduction planning should include initiatives to preserve existing forests, as well as reforest and afforest areas to capture and store more carbon. Carbon Pricing Carbon pricing mechanisms, such as carbon taxes or cap-and-trade systems, can provide economic incentives for businesses and individuals to reduce their carbon emissions. These tools are a crucial component of carbon reduction planning, as they internalise the environmental costs of carbon emissions. Sustainable Agriculture Agriculture is a significant contributor to carbon emissions, mainly through deforestation, livestock emissions, and the use of synthetic fertilisers. Sustainable agricultural practices, such as regenerative farming, can reduce emissions while enhancing soil health and food security. Circular Economy Reducing waste and promoting recycling and circular economy principles can significantly lower carbon emissions associated with the production and disposal of goods. Carbon reduction planning should include strategies to minimise waste and extend the lifespan of products. The Role of Governments Governments play a pivotal role in driving carbon reduction planning on a national and international scale. They have the power to enact legislation, create incentives, and allocate resources to support carbon reduction efforts. Some key government initiatives include Policy Development Governments can create and implement policies that promote carbon reduction, such as renewable energy incentives, carbon pricing, and fuel efficiency standards. These policies provide a regulatory framework that guides businesses and individuals toward more sustainable practices. Investment in Infrastructure Investing in green infrastructure, such as public transportation, clean energy production, and energy-efficient buildings, is a fundamental aspect of carbon reduction planning. Governments can allocate funds to develop these critical elements of a sustainable future. International Cooperation Climate change is a global issue that transcends national boundaries. Governments can engage in international agreements and partnerships to collaborate on carbon reduction planning. The Paris Agreement, for example, is a testament to the power of collective global action. Research and Development Supporting research and development in clean energy technologies and sustainable agriculture is essential. Governments can fund research initiatives that drive innovation and help transition society towards carbon reduction. The Role of Businesses Businesses are major contributors to carbon emissions, but they also have the capacity to be significant drivers of carbon reduction. Some ways in which businesses can contribute to carbon reduction planning include: Setting Corporate Emission Reduction Targets Companies can commit to reducing their carbon emissions by setting specific targets and adopting sustainability goals. This commitment can drive internal efforts to cut emissions and invest in clean technologies. Sustainable Supply Chains Businesses can examine their supply chains and adopt sustainability practices, such as sourcing materials responsibly and reducing transportation emissions. Collaborating with suppliers to reduce emissions throughout the entire value chain is a crucial aspect of carbon reduction planning. Energy Efficiency Improving energy efficiency in operations, manufacturing, and facilities can lead to substantial carbon reductions and cost savings. Businesses can adopt energy-efficient technologies and practices and monitor their progress. Green Innovation Innovation in clean technologies and products can have a profound impact on carbon reduction. Companies that invest in research and development of green solutions contribute significantly to carbon reduction planning. Carbon Offsetting While reducing emissions at the source is paramount, some emissions may be challenging to eliminate entirely. Businesses can offset their remaining emissions by investing in carbon offset projects, such as reforestation or renewable energy initiatives. The Role of Individuals Individuals also play a crucial role in carbon reduction planning. While the responsibility may seem small on an individual level, collective action can lead to substantial changes. Some ways individuals can contribute to carbon reduction include: Sustainable Transportation Opting for public transportation, carpooling, biking, or walking instead of driving alone can significantly reduce personal carbon emissions. If possible, consider switching to an electric vehicle or car with higher fuel efficiency. Energy Conservation Reducing energy consumption at home by using energy-efficient appliances, sealing drafts, and practicing energy conservation can lower carbon emissions and reduce utility bills. Renewable Energy If feasible, consider installing solar panels or purchasing renewable energy from clean energy providers. This transition to renewable energy at the individual level can have a considerable impact on carbon reduction. Reduce, Reuse, Recycle Reducing waste and practicing recycling can help lower carbon emissions associated with the production and disposal of goods. Advocacy and Education Individuals can advocate for carbon reduction planning at the local, national, and international levels. Raising awareness about climate change and its consequences is essential to building public support for carbon reduction efforts. Conclusion Carbon reduction planning is not a choice; it is a necessity. It is a multifaceted approach that requires the commitment and cooperation of governments, businesses, and individuals alike. While the scale of the climate challenge may seem daunting, every action, from setting ambitious goals to adopting sustainable practices in our daily lives, contributes to the collective effort to combat climate change. Carbon reduction planning is our blueprint for a sustainable future, a world in which we can not only mitigate the worst effects of climate change but also build a healthier, more equitable, and prosperous society for generations to come. Previous Next The Operations First Manifesto Get instant access to The Operations First Manifesto and discover why great companies build different. No fluff. No generic advice. Just the uncomfortable truth about what's holding your business back—and the clear path to fixing it. Learn More

Agile Leadership: Navigating Complexity and Change High-Performance Culture & Talent Leadership & Management Development Agile Leadership: Navigating Complexity and Change Agile leadership is a dynamic approach that embraces change, encourages collaboration, and empowers teams. It values adaptability, continuous learning, and customer-centricity, enabling organisations to navigate complexity with agility, foster innovation, and drive sustainable growth in today's fast-paced business environment. In today's rapidly evolving business landscape, where uncertainty and complexity are the norm, traditional leadership approaches no longer suffice. To thrive in this dynamic environment, organisations are turning to Agile leadership—a mindset and set of practices that empower leaders to adapt, innovate, and inspire their teams. In this exploration of Agile leadership, we'll delve into its core principles, benefits, implementation strategies, and the pivotal role it plays in fostering organisational agility. Agile Leadership: An Overview Agile leadership represents a paradigm shift from the hierarchical, command-and-control style of management to a more flexible, adaptive, and collaborative approach. It's rooted in the principles of the Agile Manifesto , originally formulated for software development but now applied across various industries. At its core, Agile leadership seeks to create a culture that values individuals and interactions, customer collaboration, and responsiveness to change. The Core Principles of Agile Leadership Embrace Change: Agile leaders recognise that change is inevitable and, rather than resisting it, they embrace it. They encourage experimentation and innovation, viewing failure as a stepping stone to success. Servant Leadership: Agile leaders prioritise serving their teams. They remove obstacles, provide support, and enable their teams to make decisions. This approach fosters a sense of ownership and accountability among team members. Continuous Learning: Agile leaders are lifelong learners. They encourage a culture of continuous improvement and invest in developing their own skills and those of their teams. Transparency: Transparency is a cornerstone of Agile leadership. Leaders share information openly, which builds trust and helps everyone understand the organisation's goals and progress. Collaboration: Agile leaders promote cross-functional collaboration. They break down silos and encourage teams to work together to deliver value to customers. Benefits of Agile Leadership Agile leadership offers numerous advantages for organisations navigating the complexities of the modern business landscape: Increased Adaptability: Agile leaders are skilled at responding to changing market conditions and customer needs, enabling organisations to adapt quickly and stay competitive. Enhanced Innovation: By fostering a culture of experimentation and creativity, Agile leadership drives innovation, leading to new products, services, and business models. Improved Employee Engagement: Servant leadership principles lead to higher employee engagement and satisfaction. When employees feel valued and empowered, they are more motivated and committed to their work. Better Decision-Making: Agile leaders empower teams to make decisions, reducing bottlenecks and enabling faster, more informed choices. Greater Customer Focus: Agile leadership places a strong emphasis on customer collaboration, resulting in products and services that better meet customer needs and expectations. Implementing Agile Leadership Transitioning to Agile leadership requires a deliberate approach: Leadership Training: Start by providing leadership training that focuses on Agile principles and practices. This can include workshops, coaching, and mentoring. Cultural Transformation: Shift the organisational culture to one that values agility, transparency, and collaboration. This may involve changes in policies, procedures, and communication practices. Empower Teams: Give teams the autonomy and authority to make decisions. Encourage them to take ownership of their work and outcomes. Feedback and Iteration: Implement feedback loops and regularly review progress. Agile leaders use feedback to adapt and improve their leadership approach. Lead by Example: Agile leaders must lead by example. They should demonstrate the values and behaviors they expect from their teams. Challenges and Pitfalls While Agile leadership offers significant benefits, it also comes with challenges: Resistance to Change: Some team members and leaders may resist the shift to Agile leadership, particularly if they are accustomed to traditional management styles. Lack of Clarity: In the absence of clear guidance, Agile teams can become directionless. Leaders must strike a balance between empowerment and providing necessary guidance. Overemphasis on Process: Agile should not be seen as a rigid set of processes but as a mindset. Overemphasis on process can stifle creativity and innovation. Scaling Issues: Implementing Agile at scale can be complex. Leaders must navigate the challenges of coordinating multiple Agile teams and maintaining alignment. Measurement and Metrics: Traditional metrics may not align with Agile values. Leaders need to find new ways to measure success that focus on customer value and team performance. The Role of Agile Leadership in Organisational Agility Organisational agility is the ability to adapt and respond quickly to changing circumstances. Agile leadership is a critical component of achieving this level of agility. Here's how it contributes: Agile Decision-Making: Agile leaders empower teams to make decisions at the most appropriate level. This agility in decision-making accelerates the organisation's response to market shifts. Rapid Experimentation: Agile leaders encourage teams to experiment and learn from failure. This culture of experimentation drives innovation and keeps the organisation ahead of the competition. Customer-Centricity: Agile leadership places a strong emphasis on understanding and responding to customer needs. This customer-centric approach helps organisations stay relevant in a competitive market. Adaptive Culture: Agile leaders shape the organisation's culture to be adaptive and responsive. This culture enables the entire organisation to pivot quickly when necessary. Continuous Improvement: Through feedback and iteration, Agile leaders drive continuous improvement across all aspects of the organiation, from processes to products. Agile Leadership in Practice: Real-World Examples Numerous organiations have successfully implemented Agile leadership principles. For example: Spotify: The music streaming giant is known for its "Spotify model," which emphasies Agile principles like autonomous teams, cross-functional collaboration, and a strong customer focus. Amazon: Amazon's leadership principles, including a customer-centric approach and a bias for action, align closely with Agile leadership values. Toyota: The automaker is renowned for its Lean manufacturing practices, which have Agile principles at their core. Toyota emphasies continuous improvement and a focus on customer value. Google: Google encourages Agile leadership through practices such as "20% time," where employees can spend a portion of their workweek on projects of their choosing, fostering innovation. Conclusion Agile leadership is not a one-size-fits-all solution, but rather a flexible and adaptive approach to leadership that empowers organisations to thrive in an ever-changing world. By embracing change, fostering a culture of transparency and collaboration, and continuously improving, Agile leaders pave the way for organisational agility, innovation, and long-term success. As businesses grapple with increasing complexity and uncertainty, Agile leadership offers a roadmap to navigate these challenges and emerge stronger on the other side. Previous Next The Operations First Manifesto Get instant access to The Operations First Manifesto and discover why great companies build different. No fluff. No generic advice. 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Discover how to raise pre-seed capital to turn your business idea into reality. Explore funding options including Start Up Loans, angel investment, and crowdfunding. Strategic Transformation & Planning Financial Management & Performance Funding Your First Step: How to Get Pre-Seed Capital and Kickstart Your Business Turn your idea into action with early-stage funding sources — from personal savings to government-backed Start Up Loans and angel investors. Starting a business is never just about the idea — it’s about having the resources to bring that idea to life. For many aspiring entrepreneurs, the journey begins long before any revenue is made, customers are signed, or investors are pitching for a seat at the table. The very first step — turning a concept into a tangible business — is powered by what’s known as pre-seed capital . What Is Pre-Seed Capital? Pre-seed capital is the earliest injection of funding a business typically receives. It helps entrepreneurs move from idea to initial execution — think market research, product design, and MVP (minimum viable product) development. This early-stage capital often comes from personal savings, friends, family, or small-scale investors who believe in the founder’s vision. At this stage, your business may not yet be generating revenue or even fully operational. Pre-seed funding is meant to get the ball rolling , not to scale. It’s about investing in the potential of a concept. Learn more: Pre-seed capital overview Your Options for Raising Pre-Seed Capital If you’re a first-time founder, you’re not alone in wondering where to find your first £10,000–£50,000 to kick things off. Here are the most common routes: 1. Personal Savings, Friends, and Family This is often where most founders start — not because it’s easy, but because it’s accessible. These early supporters back you , not necessarily the business model. Be transparent and treat even family loans like formal investments to keep relationships strong. 2. Angel Investors These are individuals who provide capital in exchange for equity. Angels often come from business backgrounds and can bring more than just money — they offer advice, networks, and credibility. That said, they usually want to see a bit more than just an idea, so having a prototype or validation helps. 3. Crowdfunding Platforms like Seedrs, Crowdcube, and Kickstarter allow you to pitch your idea to the public. Crowdfunding isn’t just about cash — it’s about building a community around your idea. To succeed, you’ll need a compelling story and the ability to engage potential backers. 4. Business Loans and Government-Backed Schemes One of the most underutilised tools in a UK founder’s arsenal is the Start Up Loan . Spotlight: The Start Up Loan Scheme The Start Up Loan is a UK government-backed initiative offering up to £25,000 in low-interest personal loans to founders who are either just starting out or have been trading for under 36 months. Here’s why it’s worth considering: Fixed interest rate of 6% per annum Pre- and post-loan support , including access to educational tools and resources like Learn with Start Up Loans 12 months of free mentoring for successful applicants Loan tranching , allowing you to take out part of the loan first, then draw down the rest later Second loans are available if you’re still within five years of trading This is more than just funding — it’s an entry point into a support network of guidance, mentorship, and community. Learn more: Start Up Loan Programme How to Make the Most of Your Pre-Seed Funding Securing capital is just the beginning. Here’s how to make it count: Validate the market before spending on product development. Build a basic MVP , not a perfect one. Track every pound — early-stage financial discipline builds investor confidence. Document your process , wins, and mistakes. This helps when raising future rounds. Start building your audience even before the product is live. Final Thoughts The pre-seed phase is where passion meets practicality. It’s where bold ideas are tested against the real world. With tools like the Start Up Loan scheme and alternative funding paths like angel investment and crowdfunding , early-stage founders in the UK have more support than ever before. But funding alone won’t make your business succeed. Vision, validation, and velocity — that’s what turns pre-seed capital into long-term value. Looking to explore your pre-seed funding options? Start with a small step today — check your eligibility for a Start Up Loan or draft your first pitch deck for potential angel investors. The future of your business starts with one bold decision. Previous Next The Operations First Manifesto Get instant access to The Operations First Manifesto and discover why great companies build different. No fluff. No generic advice. Just the uncomfortable truth about what's holding your business back—and the clear path to fixing it. Learn More

Business performance management can help companies of every size, from giant corporations to SMEs, better execute their strategy. Learn how. Strategic Transformation & Planning Business Strategy & Planning What is Business Performance Management? Business performance management can help companies of every size, from giant corporations to SMEs, better execute their strategy. Learn how. In today’s fast-paced business environment, adaptability, efficiency, and strategic alignment are critical for maintaining a competitive edge. Business Performance Management (BPM) provides organisations with the tools and insights to manage and optimise these elements effectively. Business Performance Management (BPM): The Synergy Between Strategy, Workflow, and Performance Management For BPM to reach its full potential, it must be integrated with both workflow and business process management, underpinned by a strategic framework. This article explores how BPM drives long-term success when these elements work synergistically, offering practical insights for organisations seeking to thrive in a rapidly changing market. Business performance management (BPM) addresses several key issues that can hinder the effectiveness and efficiency of an organisation. Here are the main problems it helps solve: Lack of Clear Goals and Alignment : Without a proper performance management system, businesses often struggle to set and align goals across departments. BPM ensures that strategic objectives are defined, communicated, and understood at all levels of the organisation, fostering alignment between daily operations and long-term goals. Inconsistent Performance Monitoring : Many businesses fail to consistently monitor and assess performance, leading to missed opportunities for improvement. BPM provides a framework for tracking key performance indicators (KPIs) regularly, helping organisations stay on track and make data-driven decisions. Inefficient Resource Allocation : Without visibility into performance metrics, resources may be misallocated, leading to waste or underperformance. BPM helps businesses identify where resources are being used effectively and where adjustments are needed. Poor Decision-Making : Decision-making can become reactive or based on incomplete data. BPM offers real-time insights into business operations and performance, supporting better, faster, and more informed decision-making. Siloed Departments : In many organisations, departments operate in isolation, which limits collaboration and hinders overall performance. BPM integrates different departments, encouraging collaboration, and ensuring that each part of the business works toward shared goals. Inability to Adapt to Change : The business environment is constantly evolving. Without a performance management system, businesses may struggle to respond effectively to market changes or internal shifts. BPM provides the flexibility to pivot strategies and optimise performance in a changing landscape. Lack of Accountability : When there are no clear metrics or expectations, it becomes difficult to hold teams accountable. BPM assigns responsibility for specific outcomes and creates transparency around performance, ensuring accountability at all levels of the organisation. Employee Engagement and Development : Employees may become disengaged if they don’t understand how their work contributes to broader business goals. BPM helps to connect individual performance to company success, motivating employees and providing a structure for continuous development and improvement. By addressing these problems, BPM helps organisations optimise efficiency, improve decision-making, and achieve sustained business success. 1. Defining the Core Concepts To understand how BPM synergises with workflow and process management , we need to define the key components: Business Performance Management (BPM) : A system for monitoring, measuring, and improving business performance, usually through key performance indicators (KPIs) and data-driven insights. Strategy : The long-term, high-level plan that guides business operations, resource allocation, and competitive positioning. Workflow Management : The design, execution, and automation of specific tasks that make up day-to-day operations, focusing on efficiency and smooth task transitions. Business Process Management : The optimisation of end-to-end processes across departments, ensuring that every aspect of the operation aligns with the broader strategic goals. The synergy between these elements allows businesses to not only perform efficiently at the task level but also ensure that each task, and the larger processes they feed into, are contributing to the overarching strategic objectives. 2. The Role of BPM in Workflow Management Workflows are the building blocks of daily operations. However, even the most efficient workflows can become disconnected from strategic goals without proper oversight. This is where Business Performance Management proves invaluable. BPM provides real-time data that enables managers to monitor the effectiveness of individual workflows. Take the example of a marketing department in a mid-sized technology firm. The team’s workflow includes task management for content creation, campaign execution, and performance analysis. While these tasks might be completed on time, BPM can reveal whether the workflow contributes to overarching business goals, such as improving lead generation by 15% over the next quarter. By aligning workflow KPIs with strategic objectives, managers can ensure their day-to-day operations directly support long-term business outcomes. Additionally, BPM identifies inefficiencies . Imagine a logistics company where warehouse operations involve multiple departments handling shipping, receiving, and inventory management. BPM data could show that while the shipping team consistently meets deadlines, delays in inventory processing are affecting overall performance. With this insight, managers can focus on bottlenecks in the inventory workflow, ensuring smooth transitions between tasks and ultimately improving operational efficiency. 3. Driving Process Optimisation with BPM Business Process Management (BPM) is about optimising the full scope of operations, from customer service to supply chain management. Business Performance Management plays a key role in ensuring these processes are not only efficient but also driving the strategic goals of the business. Consider a hypothetical scenario in a manufacturing company that aims to reduce its carbon footprint by 20% over five years. The company’s process management system has been optimised to reduce waste during production. However, BPM data reveals that while waste reduction is occurring, energy consumption during the production phase has increased, which contradicts the sustainability goal. Using this performance insight, managers can re-engineer the process—perhaps automating certain stages or adopting renewable energy sources—to realign with the strategic sustainability objective. Furthermore, BPM enhances process automation by measuring the impact of automated systems on performance. In an e-commerce company , for example, BPM could track the performance of an automated order processing system. If performance data shows that while automation has sped up order fulfilment, customer satisfaction scores have dropped due to errors, the business can refine its automation processes to balance speed and accuracy. 4. Setting Targets for Long-Term Growth A frequent pitfall in performance management is an overemphasis on short-term results at the expense of long-term sustainability. Businesses, particularly in times of crisis, tend to set targets that address immediate concerns but fail to account for long-term goals. For example, a retail company facing a temporary market downturn might focus on cutting costs by reducing staff or inventory. However, with a strong BPM framework, the company can set long-term growth targets, such as enhancing customer loyalty or investing in technology to improve online sales. By using BPM data, the company can track whether short-term actions—such as inventory adjustments—are negatively affecting its long-term goals, like maintaining high customer satisfaction. This approach prevents reactive, short-term decisions that undermine future success. BPM also enables target flexibility , allowing businesses to adjust their goals based on real-time data. A software company , for instance, might set a target to increase product subscriptions by 30%. However, if BPM data shows a surge in customer churn or complaints about the product’s usability, the company can pivot its focus to improving customer support or software functionality before pursuing aggressive sales targets. 5. Balancing Organisational Priorities and Individual Goals For a BPM system to work effectively, it must link organisational priorities with individual employee goals. Processes must be nimble, allowing for ongoing reassessment of targets and real-time communication between managers and teams. Consider a financial services company aiming to boost its customer acquisition rate. By using BPM to break down this high-level goal into individual performance metrics—such as call conversion rates for sales teams—the company can align employee performance with the overall objective. Importantly, this alignment needs to be flexible. If external conditions change (e.g., a sudden shift in the economic landscape), BPM allows the company to re-evaluate both organisational and individual targets to remain agile. BPM also encourages a culture of accountability and transparency. Employees can track their own progress toward goals and see how their individual contributions impact broader business objectives. This alignment helps to foster engagement and encourages employees to actively contribute to organisational success. 6. Fostering Two-Way Dialogues for Success One of the greatest advantages of BPM is its ability to facilitate ongoing, two-way communication between management and employees. For any strategy to succeed, it must be enacted by people who feel engaged and connected to its outcomes. A professional services firm adopting a new client relationship management process, for example, can use BPM to monitor performance metrics like client retention and service delivery times. However, the firm’s success hinges on more than just data—it’s about empowering employees to give feedback on the process. By fostering two-way dialogues, where managers listen to employees' challenges and suggestions, the firm ensures that its processes remain flexible and aligned with both performance metrics and team satisfaction. This transparent communication fosters trust, ensuring that employees understand company priorities and feel empowered to contribute to the business’s long-term success. 7. Integrating Strategy, Workflow, and Performance Management The true strength of BPM lies in its ability to bring strategy, workflow, and performance management into a cohesive framework. Consider the example of a multinational corporation implementing a new digital transformation initiative. The strategy might involve becoming a market leader in digital services within five years. For this to happen, workflow management must ensure that individual tasks—like developing new digital products—are completed efficiently, while process management ensures that these workflows are scalable across regions. Business Performance Management ties everything together by continuously monitoring how these workflows and processes contribute to the overall strategy. If BPM data shows that digital products are being developed quickly but adoption rates are low, the organisation can re-align its processes to improve product marketing and customer education, ensuring long-term strategic success. Characteristics of a Successful Business Performance Management Process Organisations that get business performance management right are competitive machines. Microsoft, Deloitte and Adobe have all adopted continuous business performance management processes and have enjoyed a wealth of success in part because of this. While the exact process will come down to the unique needs of your business, many of these BPM processes share some key characteristics that contribute to their success besides a robust business intelligence solution. The importance effective goal setting cannot be overstated. Clear goals that are meaningful and understood are vital to a successful business performance management process. It allows everyone across the business to align and understand how their tasks and responsibilities contribute to wider business goals. This alignment is important, because a great business performance management process is collaborative. While leadership may turn the initial cogs to implement a BPM process, the best performance goals are strategised between teams, departments and leadership. To achieve this collaboration, there needs to be transparency about the business strategy and performance. Conversations held behind closed doors between leadership will not help staff understand their responsibilities, nor will it empower them to hit performance targets. Potential Weaknesses or Limitations of Business Performance Management Over-reliance on Metrics : BPM systems often place heavy emphasis on measurable KPIs, which may not capture the full picture of business performance. Qualitative factors, such as employee morale or innovation potential, might be overlooked, leading to a narrow focus that misses crucial areas for improvement. Resistance to Change : BPM initiatives often require cultural shifts, especially when introducing new metrics or accountability structures. Resistance from employees or leadership can undermine the effectiveness of BPM systems, leading to poor adoption or inconsistent use. Risk of Short-Term Focus : By focusing on performance metrics, BPM can encourage short-term thinking, where employees and managers prioritise immediate results over long-term strategy. This can limit innovation and discourage investment in initiatives that may not show immediate returns but are essential for long-term growth. Overemphasis on Accountability : While accountability is essential, an overly rigid focus on it may foster a blame culture. This could result in fear of failure, reduced risk-taking, and a lack of creativity, as employees might become more focused on meeting metrics rather than thinking critically about the best ways to improve performance. Lagging Indicators : Many performance metrics used in BPM are lagging indicators, meaning they reflect past performance rather than current or future trends. This reliance on historical data can delay necessary actions or adaptations in fast-moving industries, limiting the organisation’s ability to respond to real-time changes. Potential for Overload : By tracking too many KPIs, BPM can overwhelm teams with data, leading to analysis paralysis. Managers might struggle to prioritise the most critical metrics, diluting focus and making it harder to identify what truly drives business performance. Subjectivity in Goal Alignment : While BPM aims to align goals across an organisation, the process of setting these goals can be subjective, depending on the perspective of management. Misalignment or vague goals can result in teams working at cross-purposes, undermining the system's intended benefits. Undervalues Human Element : BPM systems, in their drive for efficiency and data-driven decision-making, may undervalue the human element of business operations, such as leadership qualities, team dynamics, and emotional intelligence, which are harder to quantify but critical for success. These weaknesses suggest that while BPM can be a valuable tool for improving business performance, it must be implemented thoughtfully, with consideration given to its potential downsides and limitations. To Summarise Business Performance Management is more than just tracking data—it is the engine that drives the synergy between strategy, workflow, and performance management. By integrating these elements, businesses can not only optimise day-to-day operations but also ensure that every action contributes to long-term growth. Whether through better target-setting, fostering two-way dialogues, or adjusting processes in real time, BPM provides the flexibility, insight, and structure needed to thrive in today’s complex business environment. For organisations looking to future-proof their operations, a holistic BPM approach ensures sustained performance, adaptability, and alignment with strategic goals. Previous Next The Operations First Manifesto Get instant access to The Operations First Manifesto and discover why great companies build different. No fluff. No generic advice. Just the uncomfortable truth about what's holding your business back—and the clear path to fixing it. Learn More