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Becoming a learning organisation can help your business thrive. Organisational structure plays a crucial role in creating a learning environment. High-Performance Culture & Talent Human Resources & Talent Development How To Create A Learning Organisation Becoming a learning organisation can help your business thrive. Organisational structure plays a crucial role in creating a learning environment. Published on: 2 Oct 2025 A Learning Organisation is one that is constantly improving itself and adapting to changing market conditions. In the 21st century only Learning Organisations will survive and thrive. How effectively each Learning Organisation learns will define which of that group survives. The ability of a company to quickly adapt will be a key differentiator between the winners and losers of tomorrow’s businesses. But change is hard for any organisation and us as individuals so learning how to create a Learning Organisation has to-date not been straight forward. Peter M. Senge coined the term “The Learning Organisation” in his book The Fifth Discipline. In the Fifth Discipline , he proposed Learning Organisations had these 5 characteristics: Systems Thinking You can think of a company as a living thing, made up of people as it is. The term Organisation contains the word “organ” which comes from the Greek Organon, meaning ‘organ’. Personal Mastery The capability for each employee to continuously improve their expertise in their respective roles. Mental Model This relates to the way we individually see the world, the organisation and ourselves. Positive behaviours and attitudes are needed to create a culture that promotes learning. Shared Vision A shared vision between the staff, managers, directors and owners on a personal and organisational level. Team Learning This is the ability of an organisation to easily share knowledge between staff, departments and functions. Command and Control Organisation To create a learning organisation we need to invert the organisational pyramid as a top-down, command and control model does not facilitate trust, openness or the sharing of information. It is a very transactional way of organising things with tightly defined job descriptions, roles, goals and targets which only serves to constrain learning. This is the clockwork view of running a business, a very mechanistic way of doing things. You might say 100 years ago or even 50 years ago it was the only way to run a business, to keep control. It was just easier to tell people what to do and when there is little competition and lots of demand, it didn’t much matter that employees didn’t much like it. It was the price they paid for having a job and an income. This model goes back to Frederick Winslow Taylor who is 1911 published his “The Principles of Scientific Management” on industrial organisation and decision theory. Essentially he believed work should be broken into small, very efficient work packages and the worker only got paid his full salary only if a good job was done, as defined by the manager. At that time the vast majority of the workers were manual workers with very few people in charge. Manual workers weren’t expected to design the process, just do the process. The thinking was that they were only motivated by their salary which they then only got if they followed the given process quickly and accurately. Now we have the Knowledge Worker, a term first used by Peter Drucker in 1966. The knowledge worker is rewarded for the use of their brains more than they are their hands. Knowledge workers don’t need or want to be told what to do, but instead helped and supported in their work to do it more effectively. This is another reason that the top-down, command and control organisational structure is yesterday’s organisational structure. From this point forward we can consider everybody to be a “knowledge worker”, even in a manual role as most people understand we all like to feel involved with what we do, not just doing it. How Does an Organisational Structure Create a Learning Environment? Organisational structure plays a crucial role in creating a learning environment within an organisation. An organisational structure that emphasises communication, knowledge sharing, learning opportunities, empowerment, and adaptability can create a conducive learning environment. By providing the necessary resources, support, and culture, organisations can foster a continuous learning mindset, leading to individual and collective growth. Here are some ways in which organisational structure can contribute to fostering a learning environment: 1. Clear Communication Channels: A well-defined organisational structure provides clear communication channels and reporting lines. This clarity ensures that information, knowledge, and feedback flow efficiently throughout the organisation. When communication is transparent and accessible, employees can easily share ideas, seek feedback, and learn from one another. 2. Knowledge Sharing: An effective organisational structure encourages knowledge sharing among employees. This can be achieved through various mechanisms such as regular team meetings, cross-functional collaborations, mentorship programs, and communities of practice. By sharing their expertise, experiences, and insights, employees can learn from one another and develop new skills. 3. Learning Opportunities: A learning-focused organisational structure provides formal and informal learning opportunities. It may include training programs, workshops, conferences, webinars, and other learning initiatives. By investing in employee development and providing resources for learning, organisations signal the importance of continuous learning and create an environment where individuals are encouraged to expand their knowledge and skills. 4. Empowerment and Autonomy: An organisational structure that promotes empowerment and autonomy enables employees to take ownership of their learning and growth. When individuals have the freedom to make decisions, experiment, and learn from their experiences, they become more engaged and motivated. This can lead to a culture of innovation and continuous improvement. 5. Learning from Mistakes: A learning environment encourages employees to view mistakes as opportunities for growth rather than failures. In a well-designed organisational structure, individuals are given the space to take calculated risks, learn from their mistakes, and share those lessons with others. This helps to foster a culture of learning, resilience, and adaptability. 6. Agile and Adaptive Structure: Organisations that embrace an agile and adaptive structure are better equipped to respond to changes in the business environment. This flexibility allows them to quickly learn and adapt to new challenges, market trends, and technological advancements. By promoting a culture of experimentation and learning, employees are encouraged to explore new ideas, test hypotheses, and continuously improve their work processes. How to Create a Learning Organisation In the command and control organisation the vision is just about where you’re heading, the destination. Employees are told what to think and believe, but if they want to know why they are doing something, the bigger picture, the vision gives them that. In the Learning Organisation, you need more in the Vision: Where are we heading, what is our destination? Where are we now? What do we believe, who are we? It’s advantageous to put this all into the Vision statement . When this isn’t the case, you lose focus, something you can’t afford to have in a Learning Organisation. Core values, behaviours, the vision and mission statements get diluted and forgotten. So whenever the Vision statement comes up, you remind yourself of who you are, where you are going and why you will get there. This is much more useful than just where you’re going. To be an effective organisation there needs to be alignment across all staff, roles, functions and departments to provide a clear sense of direction and purpose. So a common understanding of the challenges in front of us today, where the company is heading and why we can get there and who we are, is key. Without the top-down direction, only the values and beliefs of the organisation hold it together. These values and beliefs create the behaviours required of everybody to achieve the desired business goals. 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Find out why you should be reviewing management accounts weekly and how it can benefit your business when it comes to productivity and profitability. Strategic Transformation & Planning Financial Management & Performance 7 Benefits of Reviewing Your Management Accounts Weekly Find out why you should be reviewing management accounts weekly and how it can benefit your business when it comes to productivity and profitability. Published on: 23 Aug 2018 Whilst not the only important purpose of a business, stewardship of the planet and people being others, profit is seen in the management of accounts along with potential risks to that profitability. It’s important to be familiar with these management accounts as they are used to make decisions of how to grow the business by allocating scare resource most wisely during the year. It will show you the cash position of the business, where the money is going each month and critical areas of the business and their performance. In the Annual Report, there are six key sections : The Directors Report The Auditors Report Profit and Loss Account Balance Sheet Cash Flow Statement Notes to the Accounts The Management Accounts help with the preparation of the Annual Report. The Management Accounts are there to help with: Management Planning Cost Control Performance Management The core of these accounts are the Profit and Loss Accounts, Balance Sheet and Cash Flow Statement. Notes to the accounts are important too. 7 Benefits of Reviewing Management Accounts Weekly: The bank balance may look good today, however the Management Accounts can help identify possible future problems caused by poor trading conditions, looming severe cash flow short falls can be predicted, poor margins identified, low sales figures and rising costs. An analysis of sales can be seen by product or service to help identify trends. Analysis of costs, where the money is going is important to ensure costs do not escalate. Tax planning. By knowing how much the company is making and when, taxes can be minimised, salaries and dividends paid appropriately. Comparing the P&L to the previous year will identify possible overspend, underspend and variances in revenues. Different departments and locations can be compared to identify trends and performance variations. Completing the Management Accounts in a timely way, periodically, reduces the chance of errors later, long after the transactions have completed. 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

Facing business scaling challenges? Discover the five scaling walls—time, consistency, complexity, brand, and agility—that stall growth and how to break through each one. Strategic Transformation & Planning Business Transformation & Change Management The 5 Business Scaling Walls: Why Growth Stalls and How to Break Through From time management to brand and agility, these five business scaling walls represent the biggest challenges growing businesses face. Here’s how to overcome each one and scale with confidence. Published on: 7 Jan 2025 Growth in business rarely happens in a smooth, upward curve. Instead, it’s marked by predictable revenue milestones —key points where the systems, structures, and leadership approaches that worked before start to break down. These aren’t just growing pains—they're scaling walls : invisible but powerful barriers that stall momentum, create chaos, and, in some cases, reverse progress altogether. Each wall brings its own set of operational and structural challenges , whether it’s a lack of time, inconsistent delivery, overwhelming complexity, unclear brand identity, or organisational rigidity. But the good news? These challenges are not random—they're predictable . And that means they can be prepared for and overcome with the right strategies in place. Recognising these critical moments early and building systems that are ready for scale is essential for any business that wants not just to grow—but to grow sustainably, profitably, and with purpose. What Is Scalability? Scalability is a business’s ability to grow without being held back by its structure, systems, or resources. In simple terms, it’s how well your business can handle increased demand, customers, and complexity—without a breakdown in performance, quality, or culture. A scalable business can: Increase revenue faster than it increases costs Add new customers or services without major disruption Adapt to change quickly and efficiently Maintain consistency and quality as it grows Scalability isn’t just about growth—it’s about sustainable growth. It requires strong foundations: clear processes, effective communication, smart use of technology, and a team aligned around a shared purpose. Without scalability, growth leads to chaos. With it, growth leads to opportunity. Why Strategic Projects Are Essential for Scaling Success One of the most overlooked growth drivers in scaling businesses is the power of internal and external projects as part of a business improvement programme . Whether it's a leadership development track, a customer success initiative, or an operational efficiency project, these projects are what enable a business to scale through the business scaling walls — not just over them. Too often, business owners focus solely on products or services as the engine of growth. But it's the projects — structured initiatives with clear design, delivery, and accountability — that build the systems and behaviours needed for long-term, scalable success. Assigning ownership of these programs to the right people or teams can be a game-changer. It’s how you embed strategy into operations, simplify complexity, and support sustainable scaling. 1. Time Management Wall 📊 Revenue: ~£100K | 👥 Team: 1 Person (Founder-led) The founder is wearing every hat—sales, service delivery, admin, marketing. There’s no time for strategy, and everything feels urgent. Symptoms: No time to plan or improve. Owner is the bottleneck. Everything lives in the founder’s head. Breakthrough Strategy: Introduce structured time management (e.g., time-blocking, prioritisation systems), delegate low-value tasks, and establish a cadence for weekly planning. Start creating systems, not just doing work. What Does It Mean to Scale a Business? Scalability is the ability of a business to grow its revenue without a matching increase in costs. In practical terms, it means being able to handle increased demand—whether through higher sales, more customers, or expanded operations—without being slowed down by internal limitations such as structure, systems, or resources. As technology lowers barriers to market entry and customer acquisition, scalability has become an essential strategic advantage. Scalability is often linked with economies of scale , where increasing output leads to lower costs per unit, boosting profitability. But it's equally important to recognise the tipping point— diseconomies of scale —where growth creates complexity, inefficiency, and rising costs that erode margins. A study by McKinsey & Company highlights the real challenge: growth alone doesn’t create value— scaling does . Their analysis of U.S. venture capital data found that nearly two-thirds of a company’s value is realised not at launch, but when it successfully scales to reach a meaningful share of its market. 2. Consistency Wall 📊 Revenue: ~£1M | 👥 Team: 7–10 People Sales are flowing, but delivery, communication, and brand experience are inconsistent. Teams are doing things “their way,” and mistakes creep in. Symptoms: Variable customer experience. No standard way of doing things. High error rate, rework, or complaints. The Consistency Wall arises when a business begins to grow but lacks standardised systems, processes, and customer experience. Symptoms include variable service delivery, inconsistent communication, and a reliance on individual effort rather than predictable workflows. As the team expands, the absence of repeatable methods leads to quality issues, rework, and lost trust — both internally and with customers. This wall is especially common in businesses transitioning from a small team to a more structured operation. Without documented procedures and a shared definition of success, scaling becomes unreliable. Performance varies across departments, and the brand experience becomes fragmented. Until consistency is embedded into operations, growth will amplify disorder rather than value. Sustainable scaling depends on the ability to deliver reliably — not just grow rapidly. Consistency is the foundation for trust, delegation, and long-term efficiency. Common Challenges in Business Scaling If you’ve already built a successful business, you know it takes grit, vision, and relentless effort. But scaling is a different kind of challenge. It's not just about doing more—it's about building systems, teams, and leadership capacity that can handle more without you holding it all together. Here are the most common challenges experienced business owners face when scaling—and what to watch out for. 1. Premature Scaling Many established businesses feel pressure to “scale up” simply because the revenue is there. But scaling without operational readiness—like clear workflows, repeatable systems, or a stable product offering—can cause internal strain and external service issues. Growth should be grounded in readiness, not just opportunity. 2. Hiring in a Panic When demand outpaces capacity, it’s tempting to rush into hiring. But fast hires without a clear structure or values alignment can lead to team dysfunction and performance problems. At this stage, every hire needs to raise the bar—so take time to hire strategically, not reactively. 3. Drifting from Your Core Established businesses often expand offerings to stay competitive or win more market share. But too much diversification too quickly can dilute your brand and overwhelm your systems. Scaling works best when it's built around a clear, defensible core offering that the business does exceptionally well. 4. Weak Financial Visibility You might be profitable—but do you know where your margins are shrinking, which products are dragging, or how cash flow is affected by delayed receivables? Scaling demands sharp financial control. Now’s the time to level up forecasting, budgeting, and financial decision-making tools. 5. Outdated Processes What got you here won’t get you to the next level. Manual systems, legacy tools, and unscalable routines will break under pressure. Investing in workflow optimisation, automation, and proper SOPs is critical for freeing up time and increasing consistency. 6. Culture Getting Lost in Growth Your original team likely grew up with your values and leadership style. But as headcount grows, culture becomes something you have to design, not just model. Reinforce expectations, document values, and build culture into your onboarding, communication, and decision-making. 7. Leadership Gaps As the business matures, your role as the founder or owner must evolve. If your leadership team can’t take more ownership, the business will stay dependent on you. Focus on developing leaders, delegating effectively, and creating clear accountability structures. 8. Customer Experience Decline Scaling introduces layers—teams, systems, and handoffs—that can disconnect you from the customer. If you're not careful, service slips and customer loyalty drops. Maintain tight feedback loops and empower your team to protect the customer experience at scale. 9. Change Resistance For teams that have been around a while, change fatigue can be real. But scaling requires evolution—new tech, new processes, new goals. Build transparency into the change process and explain not just what’s changing, but why it matters to your people. 10. Lack of Strategic Clarity In an established business, “busy” can easily replace “strategic.” Scaling without a clear growth roadmap risks wasting resources on short-term wins that don’t compound. Step back, revisit your vision, and align your team and operations around long-term, high-impact goals. Scaling a business you’ve already built is less about hustle and more about structure. By anticipating these challenges and leading with systems, people, and purpose, you can scale sustainably—without losing control or burning out. 3. Complexity Wall 📊 Revenue: ~£5M | 👥 Team: 40–50 People The business is too complex for informal coordination. Communication breaks down, systems overlap, and decisions take too long. Symptoms: Confused roles and responsibilities. Tech stack overload. Information silos and conflicting priorities. The Complexity Wall emerges when a business grows beyond its initial structure and begins to feel the strain of disconnected systems, unclear responsibilities, and a weakening culture. As revenue approaches the £1M–£3M range and teams expand to 10–30 people, decision-making slows, duplication increases, and operational cracks become visible. Symptoms include overlapping roles, inconsistent service delivery, internal confusion, and fragmented tools. Culture also starts to drift — what once held the team together becomes harder to maintain. Without systems that scale, complexity quickly outweighs capacity. A key requirement at this stage is the implementation of a digital scaling platform — a centralised, integrated suite of tools (such as CRM, project management, communication, finance, and HR systems) that brings structure, visibility, and cohesion. This platform must support standard operating procedures, automate routine tasks, and provide clear reporting across departments. In parallel, companies must reinforce their values through leadership, document key processes, and embed culture into hiring and training. Together, these efforts reduce friction, restore clarity, and lay the groundwork for scalable growth. Growth without systems leads to complexity. A strong operational core and a unified digital platform are essential to move from chaos to clarity. At this stage, operational sprawl sets in — systems multiply, roles overlap, and workflows become difficult to manage. One of the clearest symptoms is data fragmentation . As teams adopt different tools for sales, marketing, finance, and operations, data becomes scattered across platforms. This leads to inefficiencies, duplicated work, conflicting reports, and poor visibility. Decision-makers struggle to access accurate, real-time insights — creating delays and missed opportunities. To overcome this wall, businesses must address complexity at the systems level by investing in a unified digital platform . This could be an all-in-one solution or a tightly integrated tech stack, but the goal is the same: create seamless data flow across the business. A connected system not only improves efficiency but also builds the foundation for automation, consistent reporting, and clearer accountability — all essential for scaling without chaos. Complexity isn’t just about headcount — it’s about how information moves. Unifying systems early prevents growth from turning into operational gridlock. 4. Brand Wall 📊 Revenue: ~£10M | 👥 Team: 100 People Without a strong brand identity, it’s hard to scale influence, command premium pricing, or attract top-tier customers and employees. Symptoms: Inconsistent messaging. Weak employer brand. Sales teams lack a compelling story. The Brand Wall emerges when a growing business struggles to maintain the quality, consistency, and identity that originally earned customer trust. Typically encountered between £3M–£10M in revenue with 30–70 team members , this wall is marked by a fragmented brand experience — where messaging, service, and delivery no longer align with the business’s original intent. Symptoms include inconsistent customer experiences, misaligned communication across departments, and a growing disconnect between internal operations and external brand perception. The business starts to lose the clarity and cohesion that once set it apart. To overcome the Brand Wall, businesses must revisit and re-embed their core values, mission, purpose, and culture . Everyone — from leadership to frontline staff — needs to clearly understand what the company stands for, and what it means to work there. This alignment is essential for delivering a unified brand experience. In addition, success at this stage requires documented brand standards, consistent training, automation where appropriate, and clearly defined customer journeys . The brand must be operationalised — not just marketed — so that it shows up in every touchpoint and every team interaction. Brand isn’t just visual — it’s behavioural. Scaling the brand means aligning people, systems, and values to consistently deliver on the promise your business makes. 5. Agility Wall 📊 Revenue: Beyond £10M | 👥 Team: 100+ People Growth slows. Departments work in silos, leadership loses sight of the front line, and adapting to change becomes painful. Symptoms: Slow decision-making. Resistance to innovation. Leaders overloaded and reactive. The Agility Wall emerges when a business reaches a size and pace where its existing leadership approach begins to limit further growth and responsiveness. Often seen in businesses beyond £10M in revenue and teams of 70+ , this wall is marked by slower decision-making, reduced adaptability, and an increasing struggle to keep up with change. A common symptom is leadership strain — where the same skills and habits that served well in earlier stages are no longer enough. Leaders may find it difficult to delegate, adjust to more strategic roles, or navigate new levels of complexity. This can lead to hesitation, over-reliance on top-down control, and missed opportunities. To move past the Agility Wall, businesses must intentionally evolve their leadership capacity . This involves identifying role gaps, redefining responsibilities, investing in leadership development, and introducing new perspectives where needed. Leaders must shift from managing tasks to enabling people and systems to thrive independently. Agility also depends on fostering a culture of adaptability , with open communication, fast feedback loops, and a regular rhythm of planning, review, and adjustment. Without this, organisations become too rigid to respond effectively to market shifts or internal change. Agility isn’t just about moving fast — it’s about moving smart. Businesses that continue to grow are those where leadership evolves in step with the scale of the business. Breaking Through the Business Scaling Challenges Here are six tactics to help you scale with confidence and clarity. 1. Anchor Your Growth in Vision and Strategy Scaling starts with clarity. Define a compelling long-term vision that aligns your team and anchors your decisions. Pair this with a practical strategy that maps out your priorities, goals, and key metrics. It’s your compass through complexity—and without it, every scaling challenge becomes harder to solve. 2. Build Scalable Operations Inefficient processes are growth killers. Streamline workflows , cut waste, and automate wherever possible. Systems and structure—not just effort—unlock the ability to scale. A business with repeatable, efficient processes can grow faster, with less stress and greater profit margins. 3. Protect Financial Foundations Growth demands capital, but uncontrolled growth drains it. Build a financial model that supports scale: manage cash flow tightly, forecast future resource needs, and know your margins at every stage. Smart scaling means never trading stability for short-term speed. 4. Use Technology as a Growth Multiplier Technology isn’t just a tool—it’s your scalability engine. From cloud-based platforms to automation software and real-time dashboards, tech allows small teams to achieve big results. As you scale, the right stack lets you operate like a much larger business without the headcount overhead. 5. Deliver a Consistent Customer Experience Brand consistency and customer trust go hand in hand. As your team grows, so must your ability to deliver a repeatable and high-quality experience. A clear brand promise, systemised service delivery, and CRM-driven personalisation ensure your customer relationships grow as smoothly as your revenue. 6. Make Better Decisions with Better Data Scaling well means scaling smart. Data gives you visibility into what’s working, what’s broken, and where to pivot. Set up reliable reporting systems and build a culture where insights drive action. It’s the only way to stay agile without losing control. Every business scaling wall—whether it’s time, complexity, or brand—can be overcome with the right systems and mindset. Businesses don’t scale on hustle alone. They scale when operations, strategy, technology, and culture align around a clear growth path. Start applying these six principles, and you'll not only scale—you’ll scale sustainably. 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

The ISO 9001 standard is globally recognised as the benchmark for quality management systems (QMS). Whether you're a small business or a multinational corporation, mastering ISO 9001 can significantly enhance your operational efficiency, customer satisfaction, and market reputation. AI-Powered Process Excellence Quality & Standards Management Mastering ISO 9001: Your Ultimate Guide to Quality Management Success Achieving ISO 9001 certification is not just about meeting a standard; it's about embracing a culture of quality that permeates every aspect of your organisation. Published on: 11 Sept 2025 In today's competitive business environment, quality management is not just a luxury—it's a necessity. The ISO 9001 standard is globally recognised as the benchmark for quality management systems (QMS) . Whether you're a small business or a multinational corporation, mastering ISO 9001 can significantly enhance your operational efficiency, customer satisfaction, and market reputation. This comprehensive guide will take you through everything you need to know about ISO 9001, from its fundamentals to the step-by-step process of achieving certification. What is ISO 9001? ISO 9001 is part of the ISO 9000 family of standards , which is dedicated to quality management systems. It sets out the criteria for a QMS and is based on a number of quality management principles including a strong customer focus, the motivation and implication of top management, the process approach, and continual improvement. The goal is to ensure that organizations can consistently provide products and services that meet customer and regulatory requirements. Why ISO 9001 Certification is Essential for Your Business Achieving ISO 9001 certification is not just about meeting a standard; it's about embracing a culture of quality that permeates every aspect of your organisation. Here are some key benefits: Improved Efficiency : Streamlined processes and clear documentation can lead to significant improvements in efficiency and productivity. Enhanced Customer Satisfaction : By focusing on quality, you can improve customer satisfaction, leading to repeat business and positive referrals. Global Recognition : ISO 9001 is recognized worldwide, opening up international markets and boosting your credibility with global partners. Regulatory Compliance : Helps ensure that you meet statutory and regulatory requirements, reducing the risk of non-compliance. ISO 9001 Explained: Everything You Need to Know About Quality Management Systems Before diving into the certification process, it’s crucial to understand the core components of ISO 9001. The standard is based on several quality management principles: Customer Focus : Understanding and meeting customer needs is fundamental. Leadership : Effective leadership is essential to establish a unity of purpose. Engagement of People : Competent, empowered, and engaged people at all levels are critical to enhancing an organization’s capability. Process Approach : A desired result is achieved more efficiently when activities and related resources are managed as processes. Improvement : Continual improvement should be a permanent objective. Evidence-Based Decision Making : Effective decisions are based on the analysis of data and information. Relationship Management : An organization and its external providers (suppliers, contractors, etc.) are interdependent, and a mutually beneficial relationship enhances the ability to create value. The Complete ISO 9001 Checklist for 2024 Embarking on the journey to ISO 9001 certification requires careful planning and execution. Here’s a comprehensive checklist to guide you through the process: Understand the Standard : Obtain a copy of ISO 9001 and thoroughly review its requirements. Gap Analysis : Conduct a gap analysis to identify areas where your current processes do not meet ISO 9001 requirements. Management Commitment : Secure commitment from top management to support the QMS implementation. Form a Project Team : Assemble a team responsible for implementing the QMS. Training : Provide ISO 9001 training to all employees to ensure they understand their roles and responsibilities. Documentation : Develop the necessary documentation, including the quality policy, quality objectives, and process documents. Implement Processes : Implement the documented processes across the organization. Internal Audit : Conduct an internal audit to ensure the QMS is functioning as intended. Management Review : Hold a management review meeting to assess the effectiveness of the QMS. Certification Audit : Select a certification body and undergo the certification audit. Top 10 Tips for Achieving ISO 9001 Certification Successfully achieving ISO 9001 certification can be challenging, but these tips can help you navigate the process: Start with a Gap Analysis : Identify what needs to be done to meet the standard. Get Management Buy-In : Ensure that top management is committed to the process. Engage Employees : Make sure all employees are aware of their roles in the QMS. Focus on Process Improvement : Use the implementation as an opportunity to improve your processes. Keep Documentation Simple : Avoid over-complicating your documentation. Train Your Team : Provide adequate training to ensure everyone understands the QMS. Conduct Regular Audits : Regular internal audits will help you stay on track. Review and Improve : Continuously review and improve your processes. Select the Right Certification Body : Choose a reputable certification body. Celebrate Success : Recognize and celebrate the efforts of your team once certification is achieved. Common ISO 9001 Pitfalls and How to Avoid Them While ISO 9001 implementation can bring many benefits, there are common pitfalls to avoid: Lack of Management Support : Without strong support from management, the QMS may fail. Insufficient Training : Employees need proper training to understand and implement ISO 9001. Over-Documentation : Too much documentation can be as problematic as too little. Ignoring the Process Approach : Failing to focus on processes can lead to inefficiencies. Poor Internal Communication : Good communication is key to successful implementation. ISO 9001 vs. ISO 14001: Understanding the Key Differences While both ISO 9001 and ISO 14001 are management system standards, they focus on different areas. ISO 9001 is centered on quality management, while ISO 14001 focuses on environmental management. Understanding these differences is crucial for organizations considering multiple certifications. You can find a detailed comparison in our post, ISO 9001 vs. ISO 14001: Understanding the Key Differences. Real-World Benefits of ISO 9001: Success Stories from Top Companies Numerous companies around the world have achieved remarkable success by implementing ISO 9001. These case studies highlight the tangible benefits of certification, such as increased efficiency, higher customer satisfaction, and improved market positioning. Explore more success stories in our article, Real-World Benefits of ISO 9001: Success Stories from Top Companies. Conclusion Mastering ISO 9001 is a journey that can transform your organisation. By understanding the principles, following a structured approach, and avoiding common pitfalls, you can achieve certification and enjoy the myriad benefits it brings. Whether you’re looking to improve efficiency, enhance customer satisfaction, or gain global recognition, ISO 9001 is the key to quality management success. Ready to start your journey? Download our full guide, Mastering ISO 9001: Your Ultimate Guide to Quality Management Success , to learn more. 1 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 optimise your business for the 21st century by focusing on business efficiency across Profit, People, and Planet. Learn actionable strategies to boost profitability, enhance employee engagement, and adopt sustainable practices that drive long-term success. AI-Powered Process Excellence Operational Excellence & Process Improvement Putting Business Efficiency First - Unlocking Productivity, Performance, and Profitability Harnessing the Power of Business Efficiency to Drive Sustainable Growth, Enhance Employee Well-being, and Drive Environmental Stewardship Published on: 12 Jun 2025 In today's fast-paced and unpredictable business environment, organisations face a multitude of challenges: Market volatility Evolving customer expectations Heightened demands for social and environmental responsibility Traditional success metrics, centred solely on financial performance, are no longer sufficient. To thrive, businesses must adopt comprehensive business efficiency strategies that balance profitability with social equity and environmental stewardship. This holistic approach is encapsulated in the Triple Bottom Line framework , evaluating a company's impact across: Profit : Economic viability and financial health People : Employee well-being and community engagement Planet : Environmental sustainability and resource management Implementing effective business efficiency strategies is not merely about cost-cutting; it's about optimising operations to create value across all three dimensions. By streamlining processes, leveraging technology, and fostering a culture of continuous improvement, businesses can enhance profitability, empower their workforce, and minimise environmental impact. However, misapplying efficiency efforts can lead to unintended consequences, such as: Employee burnout Reputational damage Long-term financial setbacks True efficiency involves strategic choices that drive sustainable success, building resilient systems that support financial health, social responsibility, and environmental sustainability simultaneously. In the following sections, we'll explore practical business efficiency strategies aligned with the Triple Bottom Line, focusing on: Profit : Enhancing economic efficiency and financial health People : Fostering employee engagement and social responsibility Planet : Embracing environmental stewardship and sustainable practices By integrating these strategies, businesses can navigate the complexities of the modern marketplace and achieve enduring success. 1. Profit: Economic Efficiency and Financial Health While profit remains a cornerstone of business success, the modern landscape demands a shift from short-term financial gains to sustainable, long-term growth. Embracing an efficiency-first approach enables businesses to: Reduce operational costs through streamlined processes Enhance profitability without compromising on quality or employee satisfaction Invest in innovation that drives continuous improvement However, equating efficiency solely with cost-cutting is a common pitfall. Aggressive reductions can lead to: Diminished product quality , affecting customer satisfaction Employee burnout , resulting from increased workloads Reputational damage , which can erode market trust True efficiency in profitability involves strategic investments in: Automating processes : Implementing automation tools to handle repetitive tasks, freeing up human resources for more strategic activities. Improving supply chains : Enhancing supply chain management to reduce delays, minimize costs, and improve product delivery. Leveraging data analytics : Utilizing data-driven insights to make informed decisions, identify market trends, and optimize operations. By focusing on these areas, businesses can achieve a balance between profitability and sustainability, ensuring long-term success in a competitive market. 2. People: Social Responsibility and Employee Engagement In today's dynamic business environment, employees are not merely resources—they are pivotal stakeholders. Embracing social responsibility and fostering employee engagement are essential strategies for organisations aiming to thrive. Prioritising Employee Well-being An efficiency-first mindset should not equate to pushing employees to their limits. Instead, it involves creating an environment where employees feel valued, supported, and motivated. Engaged employees are: More productive More innovative More loyal These factors directly contribute to improved business performance and profitability. Risks of Misguided Efficiency Misinterpreting efficiency as merely increasing workloads can lead to: Burnout High staff turnover Decreased morale Such outcomes not only harm employees but also negatively impact the organisation's bottom line. Strategies for Enhancing Engagement To cultivate a motivated and committed workforce, consider implementing the following strategies: Empower through Training : Invest in continuous learning opportunities to help employees grow professionally. Offer Flexible Working Conditions : Provide options such as remote work or flexible hours to accommodate diverse needs. Maintain Clear Communication : Ensure transparency in organisational goals and decisions to build trust. Recognise and Reward Contributions : Acknowledge achievements to boost morale and reinforce positive behaviours. By focusing on these areas, businesses can enhance employee satisfaction, reduce turnover, and foster a culture of engagement that drives success. 3. Planet: Environmental Sustainability and Green Business Practices Embracing environmental sustainability in business transcends mere regulatory compliance; it's about embedding eco-friendly practices at the core of your corporate strategy to drive innovation, reduce costs, and enhance brand reputation. The Business Case for Sustainability Adopting sustainable practices offers tangible benefits: Cost Savings : Implementing energy-efficient measures and reducing waste can lead to significant cost reductions. Customer Attraction : A growing number of consumers prefer to engage with environmentally responsible companies. Investor Appeal : Sustainability initiatives can make businesses more attractive to investors seeking long-term value. Moving Beyond Compliance Viewing environmental efforts as mere box-ticking exercises can result in missed opportunities. True environmental efficiency involves: Sustainable Product Design : Creating products with minimal environmental impact throughout their lifecycle. Green Supply Chain Management : Optimising supply chains to reduce carbon footprints and enhance resilience. Resource Efficiency : Utilising resources more effectively to minimise waste and environmental impact. Integrating Sustainability into Business Strategy Embedding sustainability into your business strategy ensures long-term viability and resilience. This includes: Setting Clear Environmental Goals : Establishing measurable objectives to guide sustainability efforts. Engaging Stakeholders : Collaborating with employees, suppliers, and customers to promote sustainable practices. Continuous Improvement : Regularly assessing and enhancing sustainability initiatives to adapt to evolving challenges. By prioritising environmental sustainability, businesses not only contribute positively to the planet but also position themselves for long-term success in an increasingly eco-conscious market. Leveraging ERP Systems for Enhanced Business Efficiency In the pursuit of streamlined operations and sustainable growth, implementing robust Enterprise Resource Planning (ERP) systems stands out as a transformative strategy. ERP solutions unify various business processes—such as finance, supply chain, human resources, and customer relationship management—into a cohesive platform, facilitating real-time data access and informed decision-making. Key Benefits of ERP in Business Efficiency Process Integration : ERP systems consolidate disparate functions, reducing redundancies and enhancing workflow efficiency. Data Accuracy and Accessibility : Centralised data repositories ensure consistency and provide stakeholders with timely insights. Scalability : Modern ERP solutions are adaptable, supporting business expansion and evolving operational needs. Regulatory Compliance : Automated reporting and audit trails assist in meeting industry standards and legal requirements. Implementing ERP: A Strategic Approach Successful ERP adoption involves meticulous planning and execution. Consider the following steps: Needs Assessment : Evaluate current processes to identify inefficiencies and determine specific requirements for the ERP system. Vendor Selection : Research and choose an ERP provider whose offerings align with your business objectives and industry demands. Project Planning : Develop a detailed implementation roadmap, including timelines, resource allocation, and risk management strategies. Customization and Integration : Tailor the ERP system to fit unique business processes and ensure seamless integration with existing tools. Training and Change Management : Educate employees on new systems and workflows to facilitate smooth transition and adoption. Testing and Deployment : Conduct thorough testing to identify and rectify issues before full-scale rollout. Continuous Evaluation : Monitor system performance and gather feedback for ongoing improvements. ERP's Role in the Triple Bottom Line Profit : Enhanced operational efficiency leads to cost savings and increased profitability. People : Improved workflows and access to information empower employees, boosting satisfaction and productivity. Planet : Optimised resource management contributes to environmental sustainability efforts. Integrating ERP systems is not merely a technological upgrade but a strategic move towards holistic business efficiency. By aligning processes, people, and technology, organisations can achieve resilience and competitive advantage in today's dynamic market landscape. The Path to Sustainable Business Success: Putting It All Together Achieving sustainable success in the 21st century demands more than traditional business thinking. The path forward is clear: put efficiency first to unlock performance across every area of your organisation—financial, social, and environmental. Why Efficiency is the Foundation of Modern Success When businesses embed efficiency into their operations, they tap into a powerful multiplier. Efficiency fuels profitability, empowers people, and strengthens sustainability efforts. It's not about cutting corners—it's about working smarter across the board. At the intersection of: Economic growth Social responsibility Environmental sustainability …lies the formula for future-proof success. This integrated approach allows organisations to: Strengthen financial performance Create more inclusive, engaging workplaces Lead in sustainability and green innovation A Strategic Framework for Action To truly embrace the path to sustainable business success, focus on these three foundational areas: 1. Profitability Implement cost-effective technologies, streamline processes, and adopt data-driven decision-making to drive growth without waste. Align every investment with long-term value creation. 2. People Develop a resilient and motivated workforce by investing in leadership, communication, wellbeing, and flexible working. People-first efficiency increases retention, innovation, and brand loyalty. 3. Planet Integrate sustainability into core operations. From responsible sourcing to energy-efficient facilities, green practices reduce cost and risk while aligning your business with shifting consumer and investor expectations. The path to sustainable business success isn't about choosing between profit and purpose. It’s about using efficiency as the engine that drives both. Businesses that align financial discipline with a deep commitment to people and the planet are not just surviving—they’re leading. By acting now and building an efficiency-first culture, you position your business for growth that endures—and for impact that matters. 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 intricacies of business management systems (BMS) in this comprehensive guide. Learn about key components, implementation strategies, benefits and challenges to empower your organisation's success. AI-Powered Process Excellence Quality & Standards Management What is a Business Management System? Explore the intricacies of business management systems (BMS) in this comprehensive guide. Learn about key components, implementation strategies, benefits and challenges to empower your organisation's success. Published on: 3 Oct 2024 In today's fast-paced business environment, effective management is crucial for the success of any organisation. Business management systems play a pivotal role in facilitating this management process. From streamlining operations to enhancing productivity and ensuring compliance, these systems are indispensable tools for modern businesses. In this comprehensive guide, we'll delve deep into the concept of business management systems, exploring what they are, how they work, and why they are essential for organisational success. At its core, a business management system (BMS) refers to a set of processes designed to facilitate and streamline various aspects of business operations. These systems encompass a wide range of functionalities, including but not limited to, project management, customer relationship management (CRM) , human resource management (HRM), supply chain management (SCM) , accounting, and financial management. Key Components of a Business Management System Project Management: · Project planning and scheduling · Task assignment and tracking · Resource allocation · Progress monitoring and reporting Customer Relationship Management (CRM): · Lead and contact management · Sales pipeline management · Customer communication and support · Marketing automation Human Resource Management (HRM): · Employee database and records management · Recruitment and onboarding · Performance evaluation and feedback · Training and development Supply Chain Management (SCM): · Inventory management · Procurement and vendor management · Order processing and fulfilment · Logistics and distribution Accounting and Financial Management: · Bookkeeping and financial reporting · Budgeting and forecasting · Invoicing and billing · Tax compliance What is the difference between a Business Management System and a Business Operating System? A business management system and a business operating system are interconnected components crucial for organisational efficiency and success. A business management system encompasses the overarching strategies, processes, and tools employed to streamline operations, enhance productivity, and achieve organizational goals. It involves elements like strategic planning, resource allocation, performance monitoring, and decision-making frameworks. This system provides the structure and framework for managing various aspects of a business, from finance and human resources to marketing and operations. On the other hand, a business operating system refers to the specific set of protocols, procedures, and standards that govern day-to-day operations within an organization. It includes workflows, standard operating procedures (SOPs), quality control measures, and technology infrastructure utilised to execute tasks efficiently and consistently. A well-designed business operating system aligns with the broader goals and strategies outlined in the business management system, ensuring that operational activities are conducted in accordance with organisational objectives. In essence, the business operating system is the execution arm of the broader management system, translating strategic vision into tangible results through systematic processes and routines. How Business Management Systems Work Business management systems work by integrating data and processes across different departments and functions within an organisation. They provide a centralised platform where employees can access relevant information, collaborate on tasks, and track progress in real-time. These systems often utilise cloud-based technology , enabling remote access and facilitating seamless communication among geographically dispersed teams. The implementation of a business management system typically involves several steps: Needs Assessment: Identify the specific requirements and challenges faced by the organisation, and determine the functionalities and features needed in the BMS. Customisation and Integration : Customise the BMS to suit the organisation's unique processes and integrate it with existing systems and software. Training and Deployment: Provide training to employees on how to use the BMS effectively, and roll out the system across the organisation. Ongoing Support and Maintenance : Continuously monitor and update the BMS to ensure optimal performance and address any issues that may arise. Benefits of Business Management Systems Implementing a business management system offers numerous benefits for organisations of all sizes and industries: Improved Efficiency: By automating routine tasks and streamlining processes, BMSs help organisations operate more efficiently, saving time and resources. Enhanced Collaboration: BMSs facilitate collaboration among team members by providing a centralised platform for communication, file sharing, and project management. Better Decision-Making: With access to real-time data and analytics, decision-makers can make informed decisions quickly, leading to better business outcomes. Increased Productivity: BMSs enable employees to work more productively by providing tools and resources to help them manage their tasks and priorities effectively. Compliance and Risk Management : BMSs help organisations ensure compliance with regulatory requirements and mitigate risks by providing tools for tracking and monitoring key metrics and indicators. Challenges and Considerations While business management systems offer numerous benefits, they also present some challenges and considerations that organisations need to address: Cost: Implementing and maintaining a BMS can be costly, especially for small and medium-sized businesses with limited budgets. Complexity: BMSs are complex systems that require careful planning and customisation to meet the specific needs of an organisation. User Adoption : Resistance to change and lack of training can hinder user adoption of BMSs, reducing their effectiveness. Integration Issues: Integrating a BMS with existing systems and software can be challenging and may require additional resources and expertise. Security Concerns: Storing sensitive data in a BMS raises security concerns, and organisations need to implement robust security measures to protect against cyber threats. Conclusion In conclusion, business management systems are essential tools for modern organisations looking to streamline operations, improve efficiency, and achieve their business objectives. By integrating various functionalities and providing a centralised platform for collaboration and decision-making, BMSs empower organisations to stay competitive in today's dynamic business landscape. However, implementing and managing a BMS requires careful planning, investment, and ongoing support to realise its full potential. With the right strategy and approach, businesses can leverage the power of BMSs to drive growth , innovation, and success. 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 the essential steps for preparing your organisation for a successful CRM implementation. Learn about the importance of executive sponsorship, clear success metrics, budgeting, cross-departmental collaboration, change management, and more to ensure smooth CRM adoption and maximise business value. AI-Powered Process Excellence Technology & Digital Innovation Preparing a for Successful CRM Implementation Unlock the full potential of your organisation by preparing for a successful CRM (Customer Relationship Management) implementation. This comprehensive guide covers essential strategies such as securing executive sponsorship, aligning cross-departmental goals, defining clear success metrics, budgeting for both short-term and long-term costs, and addressing the importance of change management. Published on: 1 Mar 2023 Introduction A well-executed Customer Relationship Management (CRM) implementation can be a game-changer for businesses, driving measurable growth and improving customer engagement. Companies that implement CRM effectively can see a 20% increase in cross-sell sales, along with other significant performance improvements. These include a 30% boost in lead conversion rates, a 25% reduction in customer churn, and a 15% increase in overall sales productivity. Such results highlight the power of precise targeting, streamlined processes, and strengthened customer relationships. Executive Sponsorship and Alignment For CRM success, executive sponsorship and alignment across departments—such as sales, marketing, and operations—are essential. CRM initiatives often originate from a single department, leading to fragmented objectives. A unified vision across all departments ensures consistency and maximises the system’s impact. Active leadership involvement, particularly from the C-suite, is critical for driving accountability, ensuring effective communication, securing necessary funding, and aligning the organisation to support CRM strategies. Leaders must champion CRM adoption and embed it into the company’s culture. A well-defined vision and an aligned CRM strategy are fundamental for long-term success. While smaller businesses may adapt their vision over time, larger organisations must ensure their CRM approach supports overarching business objectives. Senior leadership must view CRM as a tool for sustained growth , not just a short-term solution. For example, if a company aims to scale from £100 million to £500 million, CRM should play a central role by driving customer insights, improving operational efficiency, and enabling data-driven decision-making. Leadership must recognise CRM as a multi-functional system that enhances decision-making across the organisation, extending beyond sales and marketing to include customer service, operations, and strategic planning. Executives should define CRM success in measurable terms, such as reducing customer churn by 20% over two years, rather than merely focusing on system implementation. Setting clear performance benchmarks ensures CRM adoption translates into tangible business outcomes. Funding and Budgeting Adequate funding must be allocated not only for CRM licences and initial implementation but also for long-term support. Many companies underestimate the full cost of CRM adoption, often overlooking ongoing administration costs, system maintenance, and internal resource allocation. Beyond licensing fees, CRM implementation comes with hidden costs, including customisation, system integration, and ongoing internal management. To ensure a smooth and sustainable rollout, businesses should consider: Initial Costs – The first-year cost of CRM implementation often mirrors the software price itself, but businesses must also plan for additional expenses related to setup, training, and data migration. Budget for Changes – As your business model evolves, so will your CRM needs. Budget for adjustments in sales and marketing systems, with CRM-related costs potentially increasing by around 20% of the initial implementation due to refinements or internal management. External vs. Internal Resources – When handled internally, costs should account for the team’s learning curve, which may extend the implementation timeline. In contrast, working with an external CRM specialist may accelerate deployment but requires additional budget allocation. Strategic budgeting ensures that CRM investments continue to drive long-term value rather than becoming an underfunded initiative that fails to deliver its intended benefits. Shared Understanding of CRM Success For CRM implementation to deliver its full potential, the organisation must establish a shared understanding of what success looks like. This ensures all departments align their efforts and expectations, preventing misalignment that can hinder adoption. Clear Success Metrics Defining success through measurable outcomes is essential for tracking progress and demonstrating CRM’s impact. These key performance indicators (KPIs) should be tailored to business objectives and could include: Customer Retention & Churn Reduction – Measure CRM effectiveness by tracking improvements in customer retention rates and reductions in churn over a defined period. Sales Growth & Cross-Selling – Monitor revenue growth, increases in cross-sell and upsell opportunities, and improvements in conversion rates. Sales Forecasting Accuracy – Evaluate how CRM improves sales pipeline visibility and forecasting accuracy. Enhanced data-driven decision-making should lead to more predictable revenue outcomes. Operational Efficiency – Assess improvements in productivity, such as reduced time spent on administrative tasks, improved lead response times, and automation of repetitive processes. Customer Satisfaction & Engagement – Use Net Promoter Score (NPS), Customer Satisfaction Score (CSAT), or customer support response times to measure CRM’s impact on client relationships. Cross-Departmental Alignment Success metrics must be relevant not only to sales and marketing but also to customer service, operations, and finance. Each department should understand how CRM enhances their workflows and contributes to shared business objectives. Sales & Marketing Alignment – Ensure both teams leverage CRM insights to refine lead generation, nurture campaigns, and personalise customer interactions. Customer Service Integration – Use CRM to enhance service efficiency, track issue resolution times, and personalise support interactions. Executive & Financial Reporting – Align CRM data with financial planning and strategic forecasting to demonstrate ROI and inform growth strategies. Regular Performance Reviews & Adjustments CRM success is not a one-time achievement but an ongoing process of refinement. Organisations should: Set quarterly or biannual review cycles to assess CRM performance against defined KPIs. Gather feedback from users across departments to identify areas for improvement. Adjust CRM strategies and configurations based on evolving business needs and customer insights. By ensuring a shared understanding of CRM success across the organisation, companies can maximise adoption, drive continuous improvement, and extract long-term value from their investment. CRM Requirements Defining clear, actionable CRM requirements is essential for a successful implementation. Many businesses provide broad checklists of features without specifying how they should function in their specific operational context. This lack of clarity can lead to misaligned expectations, unnecessary complexity, and implementation challenges. Avoiding Incomplete or Vague Requirements CRM requirements must be specific and actionable. Instead of listing generic terms like "forecasting," businesses should define them in terms of: Product Types – Should sales forecasts be segmented by product category, SKU, or seasonal demand? Customer Segments – Should forecasting models differentiate between enterprise, mid-market, and SME customers? Timeframes – Should forecasts project sales on a weekly, monthly, or quarterly basis? By refining these definitions, organisations ensure their CRM solution supports strategic decision-making rather than offering generic functionalities that may not align with business needs. Requirement Epics vs. Detailed Specifications High-level requirements (often referred to as "epics") can make it difficult for CRM vendors or implementation partners to understand the full scope of what’s needed. To bridge this gap, requirements should be broken down into detailed user stories, such as: Sales Team: "As a sales manager, I need the ability to filter pipeline reports by region, product type, and deal stage to improve sales forecasting accuracy." Customer Support: "As a service agent, I need customer interaction history to be visible across all channels, including phone, email, and chat, to provide a seamless experience." Providing these detailed, role-based requirements ensures the CRM system delivers functionality that aligns with business operations. Prioritising Requirements Not all CRM features hold equal weight in business operations. Requirements should be categorised into: Must-Have Features – Core functionalities that are essential for operations, such as contact management, opportunity tracking, and reporting. Should-Have Features – Important but not critical functions, such as AI-driven recommendations or workflow automation. Nice-to-Have Features – Additional features that improve efficiency or user experience but are not essential for launch. Prioritisation helps businesses allocate resources effectively, ensuring the most impactful features are implemented first while allowing flexibility for future enhancements. Customer Data Requirements The effectiveness of a CRM system depends on high-quality, well-structured customer data. Defining data requirements early prevents integration challenges, reduces errors, and ensures the CRM supports business goals. Identifying Necessary Data Different business models require different types of customer data, which may include: B2B Organisations – Company hierarchies, decision-maker contacts, purchase history, contract details. B2C Businesses – Customer demographics, behavioural data, purchase frequency, and engagement history. Subscription-Based Models – Renewal dates, churn risk scores, usage analytics. Understanding the level of data freshness required is also critical. Some businesses may require: Batch Data Processing – Suitable for reporting and analytics updated daily or weekly. Near Real-Time Data – Essential for dynamic sales interactions, such as updating lead status as deals progress. Full Real-Time Data – Critical for industries like financial services, where immediate customer updates are necessary for compliance and fraud detection. Each approach impacts implementation complexity and cost, making it important to align data strategies with business needs. Establishing a Single Source of Truth CRM systems often need to integrate with ERP, marketing automation, and customer support platforms, raising the question of which system should be the "single source of truth" for specific data. For Sales Data: CRM is typically the best source, as it captures direct interactions with prospects and customers. For Order History & Financials: ERP or accounting software is usually the primary system. For Customer Support History: Service management platforms often serve as the best data source. Ensuring data consistency across systems prevents duplication, errors, and discrepancies in customer records, ultimately improving decision-making and operational efficiency. Involving All Departments in CRM Planning A successful CRM implementation goes beyond just sales and marketing. It requires collaboration across multiple departments —finance, operations, customer service, IT, and even HR—to ensure the system meets the organisation's needs as a whole. Many business processes span multiple functions, and without proper alignment, CRM adoption can be hindered by data silos, inefficiencies, and misaligned objectives. Cross-Department Collaboration CRM systems are often introduced with a sales-driven focus, but they impact many other areas of the business. Engaging all relevant departments from the start helps ensure that: Finance can integrate CRM with revenue tracking, forecasting, and billing systems to maintain accurate financial data. Operations can align customer order management, supply chain logistics, and fulfilment processes with CRM data for seamless execution. Customer Service can access customer history, previous interactions, and support tickets to provide a more personalised and efficient service. IT & Data Security Teams can ensure that CRM integrations comply with data protection regulations and align with existing IT infrastructure. HR & Training can assist with user onboarding and ongoing CRM training to drive adoption across teams. By including these departments in planning, organisations can avoid the common pitfall of implementing a CRM that only meets sales needs while neglecting other essential functions. Holistic Approach to CRM Planning Early involvement of all departments ensures that the CRM system: Addresses specific pain points and process inefficiencies unique to each team. Avoids missed requirements that could result in costly modifications or workarounds later. Encourages cross-functional buy-in, leading to smoother adoption and usage. A holistic approach also means defining how CRM fits into the broader business ecosystem. For example: Does it need to integrate with ERP for financial data? Should marketing automation platforms sync seamlessly with CRM? Will customer support teams use the CRM to track interactions, or should it integrate with a dedicated support system? By answering these questions early, businesses can build a CRM implementation roadmap that reflects the entire organisation’s needs, ensuring a more efficient and effective rollout. Practical Steps for Departmental Involvement Stakeholder Workshops – Organise workshops with representatives from each department to gather requirements and pain points. Process Mapping – Identify how different teams interact with customers and where CRM can streamline workflows. Integration Planning – Determine how CRM will connect with existing tools and software used across the business. User Role Definitions – Establish user roles and permissions to ensure teams have access to the right data while maintaining security and compliance. Regular Feedback Loops – Create structured feedback mechanisms post-implementation to refine processes and address challenges. By ensuring all departments contribute to CRM planning, businesses can maximise its impact, reduce resistance to adoption, and create a system that delivers value across the organisation The Importance of Change Management in CRM Implementation Implementing a CRM system is not just a technical project—it’s a business transformation that requires significant behavioural and process changes across the organisation. Without a strong change management strategy, even the most well-designed CRM system can struggle with adoption, leading to poor ROI and missed opportunities. Overcoming Resistance to Change People naturally resist change, particularly when it disrupts familiar workflows. CRM systems often introduce new ways of working, centralised data management, and automation that may alter daily routines. Common challenges include: Fear of job disruption – Employees may worry that automation will reduce their responsibilities or make roles redundant. Skepticism about benefits – If the advantages of CRM are not clearly communicated, staff may perceive it as an unnecessary administrative burden. Lack of technical confidence – Some employees may feel intimidated by new technology, leading to avoidance. A well-planned change management strategy addresses these concerns proactively, ensuring a smoother transition. Engaging Users Early to Promote Ownership One of the most effective ways to reduce resistance is to involve end-users early in the CRM selection, design, and implementation process. Workshops and feedback sessions – Allow employees to voice their concerns and contribute to CRM requirements to create a sense of ownership. Pilot programs – Rolling out CRM in phases with select teams first can help refine processes before full-scale implementation. Customisation based on user needs – Ensuring the CRM system aligns with real business workflows increases its relevance and usability. When employees feel heard and see their feedback reflected in the final system, they are more likely to embrace the change rather than resist it. Leveraging Influential Users as Internal Champions People look to trusted colleagues for guidance on new initiatives. By identifying and empowering influential users, organisations can create internal ambassadors who advocate for the CRM system and encourage adoption. Cheerleaders for CRM – Well-connected individuals with positive attitudes can promote CRM benefits in everyday conversations, turning sceptics into supporters. Peer training and mentoring – Champions can support colleagues by providing informal training, troubleshooting issues, and reinforcing best practices. Role-model behaviour – Leaders and managers who actively use CRM set an example for their teams, demonstrating its value through their actions. Harnessing Social Users as Change Catalysts In every organisation, there are socially influential employees—individuals who are respected, well-networked, and naturally influential. These people can be critical in driving change by: Creating excitement – Generating enthusiasm around the CRM system through internal discussions, demonstrations, and real-life success stories. Building peer support networks – Encouraging collaborative learning where employees share tips and best practices with each other. Using internal communication channels – Engaging teams through emails, intranet posts, or informal chats to normalise CRM usage. Developing a Structured Change Management Plan For long-term CRM success, a structured change management approach should be implemented, including: Clear Communication – Regular updates on why CRM is being introduced, how it benefits teams, and what support is available. Training and Upskilling – Interactive, hands-on training sessions tailored to different user roles to build confidence and competency. Executive and Managerial Buy-In – Senior leaders must consistently champion CRM adoption and demonstrate their commitment through usage. Feedback Loops and Continuous Improvement – Mechanisms to collect feedback post-implementation, ensuring continuous refinement based on user experience. By proactively managing change and addressing resistance early, organisations can ensure their CRM implementation is not just a system rollout but a long-term success that transforms how they engage with customers and drive business growth. Documented & Measurable Processes for Sales and Marketing A successful CRM implementation requires well-defined, repeatable, and measurable processes in sales and marketing. Without clear documentation, CRM systems can become disorganised, underutilised, or fail to deliver expected results. Establishing structured workflows ensures that CRM aligns with business objectives and drives efficiency. Sales and Marketing Alignment One of the most common challenges in CRM implementation is misalignment between sales and marketing teams. Both functions need shared objectives, integrated processes, and agreed-upon success metrics to make CRM adoption seamless. Defined Sales and Marketing Workflows – Clearly outline how leads are generated, nurtured, and converted. Misalignment can result in lost opportunities or inconsistent customer interactions. Shared Performance Metrics – Ensure that both teams track success using common KPIs, such as lead-to-customer conversion rates, average deal size, or customer lifetime value. Agreed Lead Qualification Criteria – Marketing should pass high-quality leads to sales based on clear qualification parameters to avoid wasted time on unqualified prospects. When sales and marketing teams operate with transparency and accountability, CRM becomes a tool for collaboration rather than a siloed database. Continuous Adaptation in Marketing Marketing is inherently dynamic, evolving with customer behaviour, industry trends, and technological advancements. Despite this, businesses must document current processes and set clear goals within the CRM system. Marketing Campaign Tracking – Use CRM to measure campaign effectiveness, track ROI, and ensure that marketing spend is aligned with revenue generation. Lead Nurturing Workflows – Define automated and manual follow-up processes to maintain engagement with prospects over time. Customer Segmentation & Personalisation – Document criteria for segmenting customers, ensuring that messaging is tailored based on behavioural and demographic insights. While marketing strategies will continue to evolve, having structured documentation in place allows for data-driven adjustments rather than reactive, uncoordinated changes. Challenges in Standardising Sales Processes Unlike marketing, sales processes are often more fluid due to external factors such as market fluctuations, customer preferences, and competitive forces. However, without standardisation, CRM adoption can become fragmented and inconsistent. Flexible Yet Structured Sales Workflows – Sales teams need CRM to support structured deal stages while allowing flexibility for complex negotiations. Clear Customer Onboarding Steps – Define post-sale processes to ensure smooth customer transitions, reducing churn and increasing retention. Sales Methodology Integration – Whether following SPIN Selling, Challenger Sales, or another methodology, CRM should align with the company’s sales philosophy. By standardising what can be controlled while allowing flexibility where needed, businesses ensure that CRM remains a powerful enabler rather than a restrictive tool. Impact of Undefined Processes on Project Timelines One of the leading causes of CRM implementation delays is undefined sales, marketing, or customer onboarding processes. Poor documentation creates confusion, forces rework, and leads to inefficiencies. Project Pauses Due to Unclear Workflows – CRM providers rely on detailed processes to configure automation, reporting, and dashboards. Undefined workflows lead to misalignment and costly delays. Data Inconsistencies Without Defined Inputs – If sales and marketing teams use different terminology or lack structured data entry processes, CRM reports and analytics become unreliable. Adoption Resistance Due to Poor Usability – When CRM workflows do not reflect real-world processes, teams may revert to spreadsheets or external tools, undermining the investment. To avoid project stalls, businesses should document sales and marketing workflows before implementation. This ensures that CRM aligns with actual business needs rather than forcing teams to adapt to an ill-fitting system. Key Takeaways for Sales & Marketing Process Documentation ✅ Align sales and marketing teams through shared objectives and lead management workflows. ✅ Ensure marketing strategies are documented in CRM, even as they evolve. ✅ Balance sales process flexibility with structured deal stages, onboarding, and methodology integration. ✅ Prevent CRM project delays by clearly defining workflows, data structures, and reporting needs in advance. Add-Ons and Integration Risks in CRM Implementation As businesses grow, their CRM systems often need to evolve to meet new requirements. One way to extend functionality is through the use of add-ons and third-party integrations. While these can provide valuable features, they also bring significant risks that can increase complexity and cost. To ensure a successful CRM implementation, it’s crucial to understand the potential challenges associated with add-ons and integrations. Add-On Products: Complexity and Integration Risks Add-on products can significantly extend the capabilities of a CRM system, providing advanced features such as advanced analytics, marketing automation, or customer support tools. However, adding these features introduces risks related to integration and system stability. Compatibility Issues – Add-ons often come from third-party vendors and may not be perfectly compatible with the existing CRM platform. As a result, integration can cause system slowdowns, data inconsistencies, or even system crashes. Untracked Field Changes – Custom fields or processes introduced by add-ons may not align with the core CRM system, leading to untracked or inaccurate data. If fields or processes are not properly synchronised, this can result in incorrect reporting or lost customer insights. Overwhelming Complexity – Adding too many add-ons can overwhelm users and increase the learning curve. Too many features can cause the CRM to become unwieldy and difficult to use, undermining user adoption. Compounding Costs of Add-Ons When implementing a CRM system, many businesses only account for the license fees of the core CRM. However, the true cost of CRM implementation can be much higher when considering the additional work required to resolve integration issues and manage add-ons. Licensing and Subscription Fees – Each add-on typically comes with its own license or subscription fee, which can quickly add up, especially when several different systems are integrated. Internal Resource Allocation – Integrating multiple add-ons often requires significant internal resources, including IT staff to handle data migration, training, and system customisation. These hidden costs can strain budgets. Ongoing Maintenance and Support – Add-ons often come with their own maintenance requirements, including updates and support. The more add-ons in place, the more complex it becomes to maintain a smooth and effective CRM system. The total cost of ownership (TCO) for a CRM system that heavily relies on add-ons can therefore far exceed initial expectations, making it essential to carefully evaluate the long-term financial implications. Integration Challenges with Third-Party Add-Ons Integrating third-party add-ons into a CRM system can be a daunting task, especially as the number of integrations increases. Each third-party product may have its own set of APIs, data structures, and requirements, making the integration process complex and time-consuming. Data Silos – Different add-ons may store data in incompatible formats or databases, leading to fragmented information that cannot be easily shared across the system. This results in inefficiencies and can complicate reporting. Integration Conflicts – When multiple add-ons are installed, they may conflict with one another, either through redundant functionality or incompatible code. These conflicts can cause delays and unexpected system errors, requiring additional troubleshooting and custom development work. Vendor Support Issues – Each add-on is typically supported by a different vendor, meaning that when issues arise, it can be difficult to resolve them quickly. Without a centralised support structure, businesses may face prolonged downtimes, leading to frustration and lost productivity. Scalability Concerns – As the business grows, integrating new tools with the existing CRM system can become increasingly difficult. This is particularly true if the system was not designed to scale with an expanding set of features or data volume, potentially leading to performance bottlenecks. Mitigating Add-On and Integration Risks To avoid the risks associated with CRM add-ons and integrations, businesses must take a strategic approach to CRM architecture and planning. Here are some tips to help mitigate these risks: Thorough Evaluation of Add-Ons – Carefully assess the need for each add-on and evaluate whether its benefits justify the additional complexity and cost. Consider if the feature can be built natively within the CRM or if a more integrated solution exists. Unified Vendor Solutions – Where possible, select add-ons from the same vendor or ecosystem. This increases compatibility and reduces the likelihood of conflicts. Clear Integration Strategy – Develop a clear integration strategy that includes prioritising systems based on their importance, impact, and compatibility. Work with experienced CRM consultants to ensure seamless integration. Comprehensive Testing – Before fully implementing add-ons, conduct extensive testing in a controlled environment to identify any integration issues or conflicts early in the process. Ongoing Monitoring and Maintenance – Establish processes for monitoring and maintaining the integration of add-ons. Regularly review the system for performance issues and keep up with software updates from both the CRM provider and third-party vendors. Key Takeaways for Managing Add-Ons and Integration Risks ✅ Evaluate the necessity of each add-on to ensure it adds value without introducing excessive complexity. ✅ Opt for solutions from the same ecosystem when possible to reduce compatibility and integration challenges. ✅ Develop a clear integration strategy and ensure all team members understand the implications of adding new features. ✅ Thoroughly test add-ons before full implementation to identify and resolve integration issues early. ✅ Regularly maintain and update the system to ensure smooth operation as new add-ons are introduced. By being aware of the risks and challenges associated with add-ons and integrations, businesses can make smarter decisions, reducing complexity, controlling costs, and ensuring a smooth CRM implementation that delivers long-term success. Role of CRM Implementation Companies in Ensuring Successful Adoption CRM implementation companies play a crucial role in the successful deployment and adoption of CRM systems. While their primary function is to install and configure the technology, their responsibilities extend far beyond simply implementing the software. Their expertise lies in aligning the CRM system with your business processes, ensuring that your team can adopt it seamlessly and that the CRM system delivers its promised value. Beyond Tech Implementation: Bridging the Gap Between Technology and Business Needs CRM implementation companies offer a wealth of expertise, helping organisations look beyond the mere installation of technology and focusing on identifying gaps in existing processes and aligning cross-departmental goals. Assessing Business Needs – One of the key roles of CRM consultants is to conduct a thorough analysis of existing business processes. This includes evaluating how sales, marketing, customer service, and other departments operate and identifying areas where CRM could streamline workflows, improve data-sharing, and enhance overall efficiency. Asking the Right Questions – Consultants bring fresh perspectives and can ask the hard questions that businesses may not have considered. These questions ensure that the CRM system is tailored to the organisation's specific needs. They can help you understand what your team really needs from the CRM system and guide you towards making informed decisions about which functionalities to prioritise. Aligning Departments – CRM implementation is not just an IT project; it is a company-wide initiative. Implementation companies play an important role in aligning the sales, marketing, customer service, and other departments around a common CRM vision. This alignment ensures that the CRM system supports interdepartmental collaboration, reducing silos and improving operational efficiency. By working with CRM consultants who focus on business needs, organisations can set the stage for smoother adoption and better long-term outcomes. Process Design is Key: Formalising and Documenting Processes for Seamless CRM Adoption The true value of CRM consultants lies in their ability to help businesses formalise, document, and optimise their existing processes. A CRM system is only as effective as the processes it supports, and ensuring that these processes are well-defined is critical to the success of any CRM implementation. Identifying and Defining Processes – Businesses often operate with informal or loosely defined processes that can lead to inefficiencies and inconsistencies. CRM consultants help businesses document and streamline these processes, ensuring that they are efficient, repeatable, and scalable. For example, they can help clarify how customer data flows through different departments or design lead qualification processes to align with sales workflows. Optimising Existing Workflows – Once processes are documented, CRM consultants can help identify bottlenecks or inefficiencies that may exist in the workflows. These issues could be leading to delays or errors in the customer journey, and fixing them can have a significant impact on CRM system effectiveness. Ensuring Alignment with CRM Capabilities – Once processes are formalised, consultants can ensure that the CRM system is configured to support them. They ensure that the system is set up to handle data inputs in the most efficient manner, automate repetitive tasks, and provide reporting on key performance indicators (KPIs) relevant to the organisation. Without this process design and optimisation step, CRM adoption can become cumbersome, and the system may fail to deliver its expected benefits. By leveraging CRM consultants’ expertise in process design, businesses can ensure their CRM systems support and enhance their workflows, leading to better system adoption and improved operational performance. Specificity in Evaluating CRM: Tailoring CRM to Your Unique Needs When evaluating CRM solutions, it's essential to be as specific as possible about your business requirements. CRM implementation companies can provide valuable insight into the features and functionality that will best support your organisation's needs. However, to maximise the CRM's value, businesses must define clear, detailed requirements that go beyond the generic "must-have" features. Tailored Demonstrations – A key part of the evaluation process is requesting CRM vendors to provide demonstrations of how the system will address specific business needs. For example, if your business needs advanced forecasting capabilities, you should ask the vendor to demonstrate how their CRM system will meet this need. By focusing on your unique requirements, you can ensure that the CRM system is a good fit for your business and will enhance the areas that matter most. Custom Features and Flexibility – Not all CRM systems are created equal. Some offer highly customisable features, while others may be more rigid. During the evaluation process, you should consider how flexible the CRM system is in terms of adapting to your business processes and unique requirements. This is particularly important for businesses with specialised needs, such as custom reporting or a specific customer onboarding process. Support for Evolving Needs – CRM solutions should not only meet your current business needs but also be able to adapt as your business evolves. When evaluating a CRM system, consider whether it can scale with your business and accommodate future changes, such as increased customer data volume or new features. A well-structured evaluation process ensures that the CRM system you choose supports your business goals and is not just a generic tool that may not fit your needs. Additional Considerations When Working with CRM Implementation Companies Experience with Your Industry – It’s highly beneficial to work with CRM implementation companies that have experience in your industry. Industry-specific expertise ensures that consultants understand your unique challenges and can recommend solutions tailored to your business. Ongoing Support and Training – CRM implementation doesn’t end once the system is up and running. Implementation companies should offer ongoing support, including troubleshooting, system updates, and user training. This support ensures that the CRM system continues to operate effectively over time and that your team remains proficient in using it. Change Management – CRM consultants should also assist with change management efforts, helping to foster user buy-in and ensuring that all employees are on board with the new system. Successful CRM adoption is as much about people as it is about technology. Key Takeaways for CRM Implementation Companies ✅ Ask the right questions during the planning process to ensure CRM adoption aligns with your business processes. ✅ Focus on process design and documentation to ensure that workflows are optimised and the CRM system is configured to support them. ✅ Be specific in your CRM evaluation , requesting tailored demonstrations and prioritising your unique business needs. ✅ Consider industry expertise when selecting an implementation partner to ensure they understand your specific challenges. ✅ Ensure ongoing support and change management to facilitate smooth CRM adoption and long-term success. By working closely with CRM implementation companies and focusing on business-specific needs, companies can ensure a more efficient and effective CRM adoption, ultimately driving greater customer satisfaction and business growth. 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

Here are 15 ideas for a high impact leadership development programme. First and foremost, leadership is a state of mind. High-Performance Culture & Talent Leadership & Management Development 15 High Impact Leadership Development Programme Ideas Fit for a 21st Century Business. Now, more than ever in an increasingly uncertain world, businesses need leaders with all the right attributes to take them forward. Published on: 8 Dec 2022 Now, more than ever in an increasingly uncertain world, businesses need high impact leaders with all the right attributes to take them forward. What does it take to be a truly great business leader? First and foremost, leadership is a state of mind. Nowadays, the most effective business leadership behaviours are centred on skills like emotional awareness, empathy and integrity. Softly does it These are ‘soft skills’. They are the core leadership behaviours that underpin business success . They improve human relations and staff engagement, among other benefits. And that means they are crucial in any leadership development programme. Leadership development specialist StratXExl’s transformative leadership report observes: “To be successful in the next three years, leaders will increasingly need to master competencies in engagement, collaboration, trust, and transparency .” These types of leadership qualities also highlight the limitations of traditional authoritative leadership – where one person assumes total control and rules alone, often with insufficient checks and balances to curb their excesses or poor decision making. Skills that improve profitability We are seeing a generational shift away from the authoritative leadership style. A dominant leader may enable faster decision-making and remove multiple management layers, but it’s a high price to pay if it results in poor employee motivation, low morale and lower productivity. This blog looks at the new leadership skills needed in the 21st century. By using ‘softer’ people-focused skills, leaders can increase personal, professional and business productivity. You could improve profitability by 30% in just six months with leadership that is regenerative, ethical and mindful. Here are 15 core essentials of an effective business leadership development programme . Many overlap and combine to help mould leaders who employees should be happy to follow: 1. Lead by example A good leader sets an example by valuing their people, listening to their input and acting on it. They are adept at solving people-related problems. As a leader they don’t take an authoritative approach that says their way is the only way. Nor do they undermine colleagues by stepping in where they aren’t required or interfering unnecessarily in established processes – this can cause confusion about, and resentment in, their leadership style. Leading by example means delivering on what you promise – walking the walk as well as talking the talk. Great leaders roll up their sleeves. They gain important life experiences by getting involved at a practical level across their organisations, going outside their comfort zone, to understand their business from different angles. Leading by example means learning from their mistakes, so they constantly improve their leadership skills. That also means taking ownership and responsibility for your actions. The example they set is to lead with confidence and humility, not arrogance and complacency. 2. Lead with imagination and creativity Kantar’s Insights 2030 reports says imagination is a core competency for success , noting that “future success will require that business leaders significantly dial up their competency in, and commitment to, imagination”. # Social and economic upheaval has resulted in savvy leaders re-examining the skills required to make an impact. The Covid-19 pandemic is a good example that forced leaders to think creatively to solve an array of unforeseen problems. You’ll probably find that the common denominator of businesses that survived and emerged stronger is that their leaders have imagination. 3. Lead by making the right decisions Getting the big – and little – decisions right has a direct impact on profits and productivity. Poor decision-making can be costly. Managers at Fortune 500 companies waste half a million days a year on ineffective decision making , according to a McKinsey & Co survey. That adds up to the equivalent of £250 million in wages annually. Tough times and complex situations make it harder – but more important – to make the right decisions. Insight Assessment, a specialist in critical thinking assessments, recommends these essential decision-making skills : identify critical factors that could impact the outcome of your decision; evaluate your options, anticipate the outcomes; take account of uncertainties and unknown risks; analyse all available data to aid your decision making. 4. Lead with integrity US President Dwight Eisenhower highlighted the importance of this characteristic: “The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, whether it is on a section gang, a football field, in an army, or in an office.” Integrity in business leadership can be hard one pin down, but it shouldn’t be. A leader with integrity should stand out. They do the right thing because it is the right thing to do; they accept the truth and are prepared to adjust their thinking accordingly. Good leaders don’t compromise their integrity, for example, for the sake of expediency or to make short-term business gains. Integrity in business leaders also ties in with Environmental, Social and Governance (ESG) principles. After all, a strong corporate governance is set by those at the top. Three strategies to show integrity suggested by CEO coaching organisation Vistage are to think about the other side of the argument before taking a stand; be clear in your commitments – avoiding generalisations and jargon; and be sincere and clear about what you say ‘no’ to – it also helps employees if they understand what your business ‘is not’. 5. Lead with enthusiasm It sounds obvious, but enthusiasm is infectious. Ask yourself how you responded to a good leader and you’ll probably say that their positivity rubbed off on everyone in the room. But enthusiasm alone doesn’t make a good leader. It’s only part of the package, although it is a very important element. Underpinning this spirit of optimism should be passion for the business and the clear vision about its direction and path to success. A display of enthusiasm shows employees that they have your total buy-in. They can see your personal commitment to the business. This motivates and inspires people to follow you. A high and consistent level of enthusiasm helps carry businesses through difficult periods to achieve long-term goals. 6. Work hard Another fairly obvious one, but there is no substitute for hard work. A strong leader knows the payback is worth the effort: the more you put in, the more you get out. Hard work by leaders has to be productive in ways that benefit everyone: managing teams, motivating employees, communicating effectively, articulating business goals and objectives, dealing with a crisis, spotting new opportunities. That takes a lot of effort, especially when it is being undertaken with unabashed enthusiasm. Another thing you notice in good leaders is that they tend to have a knack for making their hard work appear relatively effortless. It’s an attitude that also percolates into the whole work/life balance and wellbeing debate. Good leaders are able to maintain both a high work rate as well as their wellbeing. We are increasingly seeing senior executives opening up to employees about their personal challenges as part of the corporate approach to wellbeing. There’s an honesty that employees appreciate when leaders share their personal stories. Being honest in this way says that it is okay to admit to pressure and uncertainty. But as a leader, it is equally important to demonstrate how you are able to deal with the pressure of hard work. 7. Be commercially aware Good business leaders can spot the next big opportunity without taking their eye off the business-as-usual ball. They have many fingers on many pulses. That way, their organisation is always in the right place at the right moment to succeed. Good leaders know the right time to enter or exit markets. They look for solutions to problems – often before competitors even realise there is a problem that needs solving. Commercial awareness embraces knowledge of the latest market and economic trends, what your customers are doing, supply chain developments and legislative changes. 8. Be analytical In the post-Covid business world, digital is king. From tech-savvy customers preferring online activity to employees working remotely. Coupled with these changing relationship dynamics, businesses are generating vast amounts of data daily. But many organisations are behind the curve in exploiting the enormous power of data to improve their productivity and profitability. Data-driven leadership is still only an aspiration for many organisations: a recent Harvard Business Review survey found that barely one quarter of organisations said they were data driven . Often, it is not the technology that lags behind but the people. Leaders need to embrace data-driven analytics and understand where to target technology investment. Otherwise, leaders become part of the problem, a barrier to progress, rather than an enabler of change. Leaders also need to focus on the ethical and legal aspects of data management, as well as the threats posed by cybersecurity. A strong analytical focus has to be driven by leadership at the top of an organisation. Put another way, lead with change, or change leaders . 9. Be self-aware Business leaders who recognise what soft skills they need will develop a better understanding of how to lead with humility. Having self-awareness is part of this approach. With self-awareness, you can avoid arrogance, a sense of invulnerability and complacency that have been the downfall of many businesses. With greater self-awareness, leaders understand how their thoughts and actions might impact their colleagues. They are honest about their own abilities and recognise their shortcomings. Self-aware leaders are not afraid of honest feedback. They can see how others react to them and are ready to ask colleagues for feedback. Leaders who are self-aware know they have to change and keep changing for the long-term good of their business. Among the qualities that good leaders exhibit are these eight characteristics of self-awareness : reflective, observant, empathetic, perceptive, responsive, self-controlled, discerning and adaptable. 10. Be resilient A resilient leader maintains high energy levels, especially in tough times. They take the knocks and get back up again. Their resilience is physical, mental and emotional. They also know how to handle stress by using it positively to get the best out of themselves and others, without succumbing to its negative pull. Regular exercise builds stamina and resilience. You’ll find leaders are often first in the gym early in the morning before the working day starts. Or jogging the streets around the hotel where their latest meeting has taken them. Getting enough of the right type of sleep is important, and mindfulness – along with self-awareness – also contribute to resilience. Resilient leaders build strong business and social networks. This helps them deal with difficult challenges by sharing ideas to find the best solution. 11. Communicate, communicate, communicate Good leaders communicate effectively at the right time so they inspire, empower and educate people. It’s another type of soft skill that can be learned with the right training – remember, not all great leaders are born communicators. Through their personal style of communication, leaders drive employee loyalty and trust. They demonstrate honesty and transparency, for example, by sharing both good and bad news. Leaders don’t just communicate in one direction. Two-way dialogues allow employees’ voices to be heard. So, as well as being communicators leaders also have to be listeners: showing empathy and understanding. Effective communication requires a high degree of flexibility in. Leaders instinctively know the best way to deliver their message – which medium to use, the frequency and the type of language. It’s a knack that ensures the same message can be received by the widest group of people. There is no shortage of great communicators throughout history . Good business leaders choose the techniques that best suit their personal style and subject matter. 12. Serve your team It’s an interesting question for a leader: exactly how much should you lead and how much should you follow? The concept of the servant-leader was first coined by Robert Greenleaf in the 1970s. It is a natural feeling that you want to serve, which is then followed by a conscious choice that you want to aspire to lead. Think of the adage ‘do unto others as you would like others to do unto you’. For business leaders, it means prioritising the wellbeing of your workforce and the communities you service. Successful companies have leaders who share power, put others first and help everyone in their organisation to develop and to perform to the best of their abilities. Greenleaf’s approach, which led him to establish the Servant leadership movement, fits in well with the requirements of today’s business leaders to have empathy and integrity, to be ethical and mindful. 13. Focus on sustainability In a business world increasingly dominated by ESG and CSR (corporate social responsibility), leaders must be attuned to a broad range of sustainability issues. Being more sustainable is good for business. What’s more, a well-articulated commitment to measurable sustainability actions is nowadays expected by employees, customers and other stakeholders. The arguments for being more sustainable are well established. As are the perils of not doing enough: at the COP27 climate change conference in Egypt in November 2002, the United Nations’ Secretary General Antonio Guterres gave a stark warning: “We are on a highway to climate hell with our foot on the accelerator .” Leaders who focus on sustainability can: • Improve brand reputation • Increase demand for their products and services • Enhance staff and customer loyalty • Attract and retain new employees • Be more efficient by reducing or removing wasteful practices 14. Be an ethical leader Leaders who act ethically inspire those around them to act in a similar way. It’s about leading by example and with integrity. In his book, Conscious Business , the leadership coach and adviser Fred Kofman describes an ethical approach taken by business that aims to produce a sustainable, exceptional performance based on solidarity and dignity. Ethical leadership helps to produce a more positive work culture and greater productivity. 15. Be a mindful leader Being a mindful leader embodies many of the elements discussed here. Mindful leaders think of those around them and continually improve how they interact with others to make them better leaders. They are ‘present’ and fully engaged, enabling them to respond faster to challenges and ensuring they are always on the lookout for ways to make others in the workplace happier Be a Regenerative Ethical Mindful (REM) business Leaders with all the right tools can create stronger teams and improve decision-making at all levels. They enable their organisation to become a REM business. This delivers a competitive advantage, increases resilience and helps to create a greener planet. 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

An employee happiness survey recognises staff happiness is what matters most both to the employee and business. High-Performance Culture & Talent Organisational Culture & Performance 7 Tips for an Effective Employee Happiness Survey An employee happiness survey recognises staff happiness is what matters most both to the employee and business. Published on: 23 May 2024 Employee happiness surveys are not unlike employee engagement and staff satisfaction surveys, they would include the scope of these, but they are broader. An employee happiness survey recognises staff happiness is what matters most both to the employee and business. Happy staff will outperform unhappy staff many times over. It recognises that personal happiness is not just related to work but other areas of our life too. The impact of poor employee engagement Poor employee engagement exacts a heavy toll on organisations. It manifests in decreased productivity, heightened turnover rates, and escalated recruitment costs. Disengaged employees are less likely to innovate or collaborate, hindering progress and stifling creativity. Moreover, their dissatisfaction often translates to diminished customer satisfaction, impacting revenue streams. Addressing employee engagement isn't merely a matter of morale; it's a strategic necessity for fostering a culture of growth and ensuring sustainable business success. How to create an effective employee happiness survey Business benefits of an effective employee happiness survey include: Increased employee retention Improved business productivity Enhanced communication Increased business resilience Improved innovation and competitive advantage Increase employee engagement Improved profitability Many people look at a company’s social and environmental commitments Employees often want to be more involved in cutting carbon emissions and may feel their company isn’t doing enough. Many organisations set the target for emissions reduction, but not what practical measures are being taken to achieve it. Effective employee engagement is key to any organisation and a lack of clarity and clear communication of climate warming mitigation strategies can be distracting or demotivating for staff. Inspiring staff to act on climate change is both motivating for them and good for the bottom line. We are social animals, so we value our friendships at work Friendships at work can help increase employee engagement as well as personal, professional and business productivity. This makes work more enjoyable and rewarding, with employees more likely to want to go to work each day. If work is stressful or routine, friendships can help to overcome poor performance and low productivity. Staff are more likely to open up to a trusted friend about issues and problems at work. They are also more likely to deliver improved service levels and less likely to leave the company. Experts have suggested that work-based friendships can be the most impactful on our overall happiness – both at work and home. To achieve valuable friendships, companies need to create an environment where staff feel at ease to communicate and share ideas, thoughts and observations without fear of being judged and reprimanded. People should be able to come to work every day as themselves. Many believe that socialising and friendships are important for making progress in a company and advancing their careers. If social connections don’t exist, people may feel demotivated and want to leave, so employee turnover will increase and overall workplace happiness will decrease. However, you need to be aware of some dangers. Staff may want to avoid becoming too close with colleagues. Telling everybody about your domestic issues, hidden desires or long-term plans may be distracting to what you are all trying to achieve at work. And some people naturally have a more negative disposition than others, so confiding in people who negative could get you down. Somebody once said we become the five people that we spend most of our time with. Employees might not have a best friend at work but they should expect to have some strong personal relationships with colleagues. Feeling absorbed in the work we do can make us happier If you can lose track of time at work, then the chances are you’re doing something you enjoy and are good at, which should make you happier. We are spiritual beings after all – more than we are transactional consumers. So, find finding something that absorbs you and helps you identify your own spiritual being, what you’d get out of bed for, your passion, is important. Part of how we become more absorbed in our work is feeling that we have the autonomy to complete that work in the way we know best. Do staff feel listened to, do their opinions matter and are their suggestions valued and acted on? Transparency builds trust in an organisation Employees are going to feel happier if there is transparency in their organisation based on open, honest communication. If there isn’t, they may feel resentful and distrustful, perhaps holding back from fully engaging with the organisation. They might mirror this behaviour by holding back information themselves. Providing information in a timely way is key, including bad news, to minimise surprises. Holding interactive sessions with staff on a weekly, or another regular basis, helps people to feel involved, updated and engaged as part of a company team. Create a mindful workplace to improve workplace happiness Being mindful is being in the moment, being 100% present in the now. Like a child, in the present moment, with eternity before us. Many of us, though, spend most of our time thinking about the past or worrying about the future. Neither of which exists, there is only now. And there will only ever be now. So, experiencing the now is a good way to be calm, reduce stress and focus. Think about your vision, and your dream life periodically, but be in the now. Does the company acknowledge this? Does it give staff space to think, relax and be in the moment? They’ll be happier, more creative and engaged if they are. Employees need to feel recognised and valued for their work Feeling recognised, valued and rewarded for the work we do is important, not only to feel happy but also professionally and for the company’s bottom line, too. There are big benefits for workplace productivity, health and wellbeing, employee engagement and business profitability. Creativity will increase as staff know their ideas matter and it’s safe to express them. This creates a more positive working culture, staff are less likely to leave and your competitive advantage is enhanced. After all, competitive advantage for any business relies on its staff’s ideas, insights and effort. It will help to build a stronger, more resilient team. Most people leave their job not because of pay but because they didn’t feel engaged, respected or listened to. If the company feels like a team and they are an important part of it, they are less likely to leave and deliver higher service levels. Is work contributing toward your employees’ own life goals? As we spend so much time at work, we need to feel that our own life goals and our work, job or professional goals are aligned. Having these aligned with the company’s goals is also important. Since the Covid-19 pandemic, this has become a bigger concern with 65% of people in a Gartner survey saying they’d rethink how work should fit into their life. In this way, employees are working on something that they are both good at and like doing, something they may even feel passionate about. But if their life goal is to be on a stage in front of an audience, then working in an office may feel deeply unrewarding for them, even if they’re good at it. 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

78% of Target Operating Models fail to deliver results. Discover the 5 fatal flaws killing your TOM and get a 90-day recovery plan to fix it. Complete guide for beginners and experts. Strategic Transformation & Planning Business Strategy & Planning Why Your Target Operating Model is Failing (And How to Fix It) Is your TOM transformation stuck? Learn the 5 fatal flaws that kill most Target Operating Models and get actionable steps to turn it around in 90 days. Published on: 21 Aug 2025 You've invested months, maybe years, developing your Target Operating Model (TOM). Time was invested, workshops were conducted, and PowerPoint presentations were polished to perfection. Yet here you are, watching your transformation initiative struggle to gain traction whilst your organisation continues operating the same way it always has. Sound familiar? You're not alone. What Exactly is a Target Operating Model? Before we dive into why TOMs fail, let's establish what we're talking about. If you're new to the concept or need a refresher, here's the essential definition: A Target Operating Model (TOM) is a comprehensive blueprint that defines how your organisation should operate in the future to achieve its strategic objectives. Think of it as the architectural plans for your business—it shows how all the pieces should fit together once construction is complete. A well-designed TOM typically includes eight core components: Organisational Structure: How teams are organised , who reports to whom, and how decision-making authority flows through the company. Business Processes: The step-by-step workflows that create value for customers, from order processing to product delivery to customer service. Technology & Systems: The digital infrastructure, software applications, and data systems that enable your operations. People & Capabilities: The skills, competencies, and cultural attributes your workforce needs to succeed in the future state. Governance Framework: The rules, policies, and oversight mechanisms that ensure consistent decision-making and accountability. Performance Management: The metrics, dashboards, and feedback systems that track progress and drive continuous improvement. Operating Locations: Where work gets done—whether in headquarters, regional offices, remote locations, or hybrid arrangements. Financial Model: How money flows through the organisation, the financial operating model , including cost structures, revenue models, and resource allocation. Why Organisations Create TOMs Companies typically develop Target Operating Models during major transitions: Digital transformations that require new ways of working Mergers and acquisitions that need integrated operating approaches Market disruptions that demand rapid adaptation Growth initiatives that outgrow current organisational structures Cost optimisation efforts that require operational redesign The goal is always the same: create a clear vision of how the organisation should work to be more effective, efficient, and competitive. The TOM Promise vs. Reality In theory, a Target Operating Model should serve as your North Star, guiding every transformation decision and ensuring all changes align with your strategic vision. It should eliminate confusion, accelerate decision-making, and create a shared understanding of where you're headed. In practice? Well, that's where things often go sideways. The Uncomfortable Truth About Most TOMs Despite being a cornerstone of business transformation, 78% of Target Operating Model initiatives fail to deliver their intended outcomes . Organisations spend millions designing beautiful future states that never materialise, leaving leaders frustrated and employees cynical about change. But here's the thing: it's not the concept that's broken—it's how we execute it. The 5 Fatal Flaws Killing Your TOM 1. You Built a Monument, Not a Map The Problem: Your TOM looks more like a museum exhibit than a practical guide. It's a static document filled with theoretical frameworks that nobody knows how to implement. The Reality Check: If your team can't explain how to get from today's reality to tomorrow's vision in concrete steps, you don't have an operating model—you have expensive artwork. The Fix: Transform your TOM from a "what" document to a "how" roadmap. Include specific transition plans, interim states, and measurable milestones that bridge the gap between current and future state. 2. You Ignored the Human Element The Problem: Your TOM perfectly maps processes and technology but treats people as interchangeable resources who will magically adapt to new ways of working. The Reality Check: Culture eats strategy for breakfast, and it will devour your TOM for lunch if you don't address the human side of transformation. The Fix: Build change management and capability development directly into your TOM design. Map required mindset shifts alongside process changes. Identify change champions and resistance points before you launch. 3. You Made It Too Complex The Problem: Your TOM requires a PhD to understand. It's a masterpiece of complexity that covers every possible scenario but paralyses decision-making with its intricacy. The Reality Check: If your employees need a manual to understand how the organisation should work, they'll default to the old ways every time. The Fix: Apply the "lift test"—can you explain your TOM in a two-minute lift ride? Simplify ruthlessly. Focus on the critical few changes that will drive the most impact. 4. You Designed in Isolation The Problem: A small team of senior leaders or external consultants designed your TOM behind closed doors, then presented it as a fait accompli to the rest of the organisation. The Reality Check: People support what they help create. If your team wasn't involved in designing the future state, they won't be invested in making it reality. The Fix: Make TOM development a collaborative process. Engage frontline employees, middle management, and key stakeholders in co-creation sessions. Their insights will make your model more practical and their buy-in will make it more successful. 5. You Treated It as a One-Time Project The Problem: You launched your TOM with great fanfare, then moved on to the next initiative, expecting the new operating model to sustain itself. The Reality Check: Operating models require ongoing cultivation, adjustment, and reinforcement. Without continuous attention, organisations naturally drift back to familiar patterns. The Fix: Establish governance structures and feedback loops that keep your TOM alive and evolving. Schedule regular reviews, measure progress against TOM metrics, and be prepared to adapt as conditions change. Real-World Example: How Netflix's TOM Evolution Paid Off To understand what a successful TOM transformation looks like, consider Netflix's evolution from DVD-by-mail to streaming giant. Their Target Operating Model shifted from: Old TOM (DVD Era): Physical distribution centres and logistics Linear content acquisition and licensing Traditional media industry partnerships Batch-processing customer preferences New TOM (Streaming Era): Cloud-based technology infrastructure Data-driven content creation and recommendation algorithms Direct relationships with content creators and viewers Real-time personalisation and user experience optimisation This wasn't just a technology change—it required completely reimagining how the company operated across every dimension of their business. The result? Netflix went from a $3 billion company to over $240 billion in market value. The Anatomy of a TOM That Actually Works Successful Target Operating Models share several key characteristics that distinguish them from the failures: They're Outcome-Focused Instead of describing activities, they define clear outcomes and work backward to identify the capabilities needed to achieve them. For example, rather than saying "improve customer service," they specify "resolve 90% of customer issues on first contact within 2 minutes." They're Modular and Phased Rather than requiring massive simultaneous changes, they break transformation into digestible phases that build momentum over time. Each phase delivers tangible value whilst setting the foundation for the next. They're Specific and Actionable They provide clear decision-making criteria, role definitions, and success metrics that eliminate ambiguity about what needs to happen. Team members can look at the TOM and understand exactly what they need to do differently. They're Customer-Centric They start with customer needs and work backward through the organisation, ensuring every element of the operating model ultimately serves customer value creation. They're Adaptive and Learning-Oriented They include mechanisms for continuous improvement and adjustment based on real-world feedback and changing conditions. They're built to evolve, not to be perfect from day one. They Address the Full System They recognise that changing one element (like technology) without addressing others (like skills and culture) leads to suboptimal results or outright failure. Getting Started: TOM Design Fundamentals for Beginners If you're new to Target Operating Model development, here's a practical starting framework: Step 1: Define Your Strategic Intent Before designing how you'll operate, be crystal clear on what you're trying to achieve. What specific business outcomes must your new operating model deliver? Revenue growth? Cost reduction? Customer satisfaction? Market expansion? Be specific and measurable. Step 2: Understand Your Current State Map how you actually operate today (not how you think you operate or how you wish you operated). This includes documenting current processes, organisational structures, technology systems, and cultural norms. You can't design a better future without understanding your starting point. Step 3: Identify Your Capability Gaps Compare your current capabilities to what you need to achieve your strategic intent. Where are the biggest gaps? These gaps become the focus areas for your TOM design. Step 4: Design Your Future State Create a detailed vision of how your organisation should operate to close those capability gaps and achieve your objectives. This is where the eight core TOM components come into play. Step 5: Plan Your Transition The space between current and future state is where most TOMs die. Create a detailed roadmap that shows how you'll move from where you are to where you want to be, with specific milestones, timelines, and success metrics. Common TOM Pitfalls for First-Time Developers Perfectionism Paralysis: Trying to design the perfect operating model before taking any action. Remember: done is better than perfect, and you'll learn more from implementing an 80% solution than from endlessly refining a theoretical model. Technology-First Thinking: Assuming that new technology will automatically solve operational challenges. Technology is an enabler, not a solution. Fix your processes and organisational issues first. Copying and Pasting: Taking another company's operating model and trying to transplant it into your organisation. What works for Amazon or Google may not work for you—every TOM must be tailored to your specific context. Underestimating Change Management: Focusing on designing the future state whilst ignoring how you'll help people transition from the current state. The human side of transformation is usually the hardest part. The ROI of Getting Your TOM Right Organisations with well-executed Target Operating Models see measurable benefits: Operational Efficiency: Companies typically achieve 15-25% cost reductions through process optimisation and organisational redesign. Speed to Market: Streamlined decision-making and clearer accountabilities can reduce product development cycles by 20-40%. Employee Engagement: Clear roles, responsibilities, and career paths improve employee satisfaction scores by an average of 30%. Customer Satisfaction: Better-aligned operations usually translate to improved customer experience metrics and higher retention rates. Financial Performance: Organisations with mature operating models show 2-3x higher revenue growth rates compared to those with ad hoc operational approaches. The question isn't whether you can afford to invest in getting your TOM right—it's whether you can afford not to. Warning Signs Your TOM Needs Immediate Attention Watch for these red flags that indicate your Target Operating Model is off track: Decision Paralysis: Important decisions are consistently delayed because it's unclear who has authority or what criteria should be used. Duplication of Effort: Multiple teams are working on similar activities without coordination, leading to wasted resources and conflicting outcomes. Talent Exodus: High-performing employees are leaving because they're frustrated with unclear roles, bureaucratic processes, or lack of career development opportunities. Customer Complaints: Customer satisfaction scores are declining due to inconsistent service delivery or long resolution times. Initiative Overload: The organisation is pursuing too many transformation projects simultaneously, creating confusion and resource conflicts. Cultural Resistance: Employees actively resist change initiatives, preferring to stick with "the way we've always done things." If you're seeing multiple warning signs, it's time for immediate TOM intervention. Your 90-Day TOM Recovery Plan If you recognise your organisation in the failure patterns above, don't panic. Here's how to get your TOM back on track: Days 1-30: Diagnose and Simplify Conduct honest assessments with key stakeholders about what's not working Identify the 3-5 most critical changes needed for success Create a simplified, visual representation of your TOM that anyone can understand Days 31-60: Engage and Co-create Run collaborative workshops with employees at all levels Incorporate their feedback into a revised TOM design Develop specific transition plans with clear milestones Days 61-90: Launch and Learn Pilot your refined TOM with a small, committed team Gather feedback and iterate quickly Scale successful elements whilst continuing to refine others The Bottom Line: From Failure to Success Your Target Operating Model doesn't have to join the graveyard of failed transformation initiatives. The difference between success and failure isn't about having the perfect design—it's about creating something practical, inclusive, and adaptable that your organisation can actually implement. Remember: the best operating model is the one that gets implemented, not the one that wins design awards. Ready to fix your TOM? Start with an honest assessment of where you are today, engage your people in redesigning tomorrow, and commit to the ongoing work of making change stick. Your organisation's future depends on getting this right. What challenges are you facing with your Target Operating Model? The path to transformation is rarely smooth, but it's always worth the journey when done right. 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

Struggling with too many disjointed business strategies and activities? Integrated business planning (IBP) can help you align your operations and strategy. Strategic Transformation & Planning Business Strategy & Planning What is Integrated Business Planning (IBP)? Struggling with too many disjointed business strategies and activities? Integrated business planning (IBP) can help you align your operations and strategy. Published on: 9 Oct 2025 Employee happiness surveys are not unlike employee engagement and staff satisfaction surveys , they would include the scope of these, but they are broader. An employee happiness survey recognises staff happiness is what matters most both to the employee and business. Happy staff will outperform unhappy staff many times over. It recognises that personal happiness is not just related to work but other areas of our life too. Integrated business planning enhances the effectiveness of a business operating system Integrated Business Planning (IBP) enhances a business operating system in several ways, primarily by aligning strategic objectives with operational execution, optimising resource allocation, and fostering cross-functional collaboration. Firstly, IBP facilitates the synchronisation of various departments and functions within an organisation, ensuring that activities are coordinated towards common goals. By integrating financial planning, sales forecasting, production scheduling, and supply chain management, IBP enables a cohesive approach to decision-making and resource allocation. Moreover, IBP promotes agility and responsiveness by providing real-time visibility into market trends, customer demand, and internal performance metrics. This enables organisations to adapt quickly to changing conditions, minimise disruptions, and capitalise on emerging opportunities. Furthermore, IBP enhances communication and collaboration across departments, breaking down silos and fostering a culture of transparency and accountability. By involving stakeholders from different areas of the business in the planning process, IBP ensures that decisions are well-informed and aligned with overarching strategic objectives. Overall, integrated business planning enhances the effectiveness of a business operating system by promoting alignment, agility, and collaboration, ultimately driving improved performance and sustainable growth. How to create an effective employee happiness survey Business benefits of an effective employee happiness survey include: Increased employee retention Improved business productivity Enhanced communication Increased business resilience Improved innovation and competitive advantage Increase employee engagement Improved profitability Many people look at a company’s social and environmental commitments Employees often want to be more involved in cutting carbon emissions and may feel their company isn’t doing enough. Many organisations set the target for emissions reduction, but not what practical measures are being taken to achieve it. Effective employee engagement is key to any organisation and a lack of clarity and clear communication of climate warming mitigation strategies can be distracting or demotivating for staff. Inspiring staff to act on climate change is both motivating for them and good for the bottom line. We are social animals, so we value our friendships at work Friendships at work can help increase employee engagement as well as personal, professional and business productivity. This makes work more enjoyable and rewarding, with employees more likely to want to go to work each day. If work is stressful or routine, friendships can help to overcome poor performance and low productivity. Staff are more likely to open up to a trusted friend about issues and problems at work. They are also more likely to deliver improved service levels and less likely to leave the company. Experts have suggested that work-based friendships can be the most impactful on our overall happiness – both at work and home. To achieve valuable friendships, companies need to create an environment where staff feel at ease to communicate and share ideas, thoughts and observations without fear of being judged and reprimanded. People should be able to come to work every day as themselves. Many believe that socialising and friendships are important for making progress in a company and advancing their careers. If social connections don’t exist, people may feel demotivated and want to leave, so employee turnover will increase and overall workplace happiness will decrease. However, you need to be aware of some dangers. Staff may want to avoid becoming too close with colleagues. Telling everybody about your domestic issues, hidden desires or long-term plans may be distracting to what you are all trying to achieve at work. And some people naturally have a more negative disposition than others, so confiding in people who negative could get you down. Somebody once said we become the five people that we spend most of our time with. Employees might not have a best friend at work but they should expect to have some strong personal relationships with colleagues. Feeling absorbed in the work we do can make us happier If you can lose track of time at work, then the chances are you’re doing something you enjoy and are good at, which should make you happier. We are spiritual beings after all – more than we are transactional consumers. So, find finding something that absorbs you and helps you identify your own spiritual being, what you’d get out of bed for, your passion, is important. Part of how we become more absorbed in our work is feeling that we have the autonomy to complete that work in the way we know best. Do staff feel listened to, do their opinions matter and are their suggestions valued and acted on? Transparency builds trust in an organisation Employees are going to feel happier if there is transparency in their organisation based on open, honest communication. If there isn’t, they may feel resentful and distrustful, perhaps holding back from fully engaging with the organisation. They might mirror this behaviour by holding back information themselves. Providing information in a timely way is key, including bad news, to minimise surprises. Holding interactive sessions with staff on a weekly, or another regular basis, helps people to feel involved, updated and engaged as part of a company team. Create a mindful workplace to improve workplace happiness Being mindful is being in the moment, being 100% present in the now. Like a child, in the present moment, with eternity before us. Many of us, though, spend most of our time thinking about the past or worrying about the future. Neither of which exists, there is only now. And there will only ever be now. So, experiencing the now is a good way to be calm, reduce stress and focus. Think about your vision, and your dream life periodically, but be in the now. Does the company acknowledge this? Does it give staff space to think, relax and be in the moment? They’ll be happier, more creative and engaged if they are. Employees need to feel recognised and valued for their work Feeling recognised, valued and rewarded for the work we do is important, not only to feel happy but also professionally and for the company’s bottom line, too. There are big benefits for workplace productivity, health and wellbeing, employee engagement and business profitability. Creativity will increase as staff know their ideas matter and it’s safe to express them. This creates a more positive working culture, staff are less likely to leave and your competitive advantage is enhanced. After all, competitive advantage for any business relies on its staff’s ideas, insights and effort. It will help to build a stronger, more resilient team. Most people leave their job not because of pay but because they didn’t feel engaged, respected or listened to. If the company feels like a team and they are an important part of it, they are less likely to leave and deliver higher service levels. Is work contributing toward your employees’ own life goals? As we spend so much time at work, we need to feel that our own life goals and our work, job or professional goals are aligned. Having these aligned with the company’s goals is also important. Since the Covid-19 pandemic, this has become a bigger concern with 65% of people in a Gartner survey saying they’d rethink how work should fit into their life. In this way, employees are working on something that they are both good at and like doing, something they may even feel passionate about. But if their life goal is to be on a stage in front of an audience, then working in an office may feel deeply unrewarding for them, even if they’re good at it. 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. 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Optimise your company's HR performance and increase departmental productivity with these 10 tips High-Performance Culture & Talent Human Resources & Talent Development 10 Ways To Improve HR Performance This article looks at 10 ways to improve your current HR performance to boost efficiency and productivity throughout the workplace. Published on: 21 Jan 2021 It is essential for all businesses, large and small, to acknowledge the value of HR to their business. This article looks at 10 ways to improve HR performance to boost efficiency and productivity throughout the workplace. People are at the centre of your organisation’s success and therefore, they should be your prime investment. We believe creating value and investing in your employees is as fundamental as looking after your customers. HR has a vital role to play in this by curating a strong company culture and ensuring workers are given opportunities to flourish by adopting a Agile HR Operating Model. Unlock Greater HR Efficiency with ERP Integration To truly elevate HR performance beyond manual workflows, integrating an Enterprise Resource Planning (ERP) system can be a game-changer. An ERP centralises HR data, streamlines processes, and gives leadership real-time visibility into workforce metrics — all from a single platform. Key Benefits of ERP in HR: Data Accuracy and Accessibility : ERP systems reduce the risk of errors associated with manual data entry and ensure that employee information is updated, consistent, and easily accessible. Streamlined Recruitment and Onboarding : Automate job posting, candidate tracking, onboarding checklists, and initial training, making new hire transitions smoother and more consistent. Performance Management : Use ERP tools to track goals, appraisals, and feedback in real-time, creating a continuous performance management culture instead of relying solely on annual reviews. Training and Development : Maintain comprehensive records of employee training, certifications, and learning paths to align development initiatives with business goals. Compliance and Reporting : Simplify the management of compliance requirements, generate accurate reports quickly, and prepare easily for audits. Action Steps: Evaluate your current HR processes and identify where automation could create the most immediate impact. Select an ERP solution that fits your organisation's size, industry, and specific HR needs. Invest in employee training on the new system to maximise adoption and unlock the full benefits of the platform. By adopting an ERP system tailored for HR, organisations can not only enhance operational efficiency but also create a more connected, proactive, and data-driven HR function. Standardised Workflows to Elevate HR Performance One of the key factors in improving HR performance is the implementation of clear and standardised workflows. A well-defined HR workflow ensures that critical processes such as recruitment, onboarding, employee development, and performance reviews are handled consistently and efficiently. By setting up Standard Operating Procedures (SOPs) , HR departments can improve communication, minimise errors, and foster a culture of accountability. Key HR Workflow Areas: Recruitment and Onboarding: Automating job postings, application tracking, and onboarding ensures a smooth and consistent experience for new hires, reducing time to productivity. Performance Reviews: Structured performance review workflows help ensure timely and objective evaluations, promoting fairness and transparency. Employee Development: Establish a clear process for tracking employee progress and delivering training, ensuring that growth opportunities are well-managed and aligned with organisational goals. Compliance and Documentation: SOPs for maintaining compliance records ensure that the business adheres to legal requirements while reducing the risk of fines or penalties. Action Steps: Map out key HR processes and create a step-by-step SOP for each one. Incorporate digital tools to automate routine tasks, allowing HR to focus on strategic initiatives. Regularly review and refine workflows to adapt to changing business needs and improve efficiency. By implementing workflow management techniques into HR operations, you can reduce bottlenecks, ensure consistency, and ultimately enhance overall performance. 10 more ways to improve HR performance 1. Improve your employee recruitment & selection process Ensuring the recruitment process is managed effectively is one of the first steps you should take to improve your organisation. Employing the wrong people can cost you in both time and money. A bad candidate who fails to fit in with the team can disrupt the company culture and create a loss in productivity. Spend time perfecting the job description. Promote your company and make it sound like an attractive place to work. Don’t just list skills - these can be enhanced with training. Consider hiring candidates based on the attitudes and qualities you value in your staff. Use all of the tools available to you to find the best talent, including LinkedIn and networking events. Ask for feedback from candidates on your recruitment process and implement their suggestions for improvement. Finally, ensure that your recruitment process is fluid and adapts well to changing workplace needs. 2. Improve communication in the workplace Effective internal communication is central to all business goals. It avoids confusion, encourages teamwork, allows for collaboration, provides purpose and creates a positive company culture. However, communication in the workplace is often insufficient. According to Entrepreneur, 46% of employees leave a meeting unsure what they are supposed to be doing next. The evolution of technology has given us many opportunities to improve communication through email, instant messaging and video chat services but using these tools is only the first step. Improving communication needs to come from the top – employees need effective and clear briefs that relate back to the business goals. They need to be given the opportunity to provide regular feedback and ask questions. Alongside clear business communication, employees should be given the opportunity to communicate socially at work too. 3. Invest in employee health & wellbeing A study by Oxford University’s Saïd Business School, in collaboration with BT, found that workers are 13% more productive when they are happy. Professor De Neve, who conducted the survey, found that there is ‘considerable room for improvement in the happiness of employees while they are at work’. There is much more emphasis placed on a good work/life balance today than there was 50 years ago. The coronavirus pandemic has had a profound effect on our mental health and wellbeing and employers need to consider ways to help their employees navigate these struggles. It can no longer be seen as a ‘personal issue’ that is entirely separate to work. Employee Wellness Programmes can be a great way to improve happiness, reduce absenteeism and boost productivity. 4. Offer employee training & development opportunities In a rapidly changing business environment, ongoing training is key to success. Often companies hire the right candidates and then the nurturing stops there. Five years down the line, that staff member is no further on in their career than when they started and they experience low job satisfaction. Ongoing training and career opportunities are vital to retaining your staff. Plus, staff with updated skills are confident and more engaged with the company, therefore increasing productivity rates. Ensuring your staff are trained and kept up to date with the latest developments in the sector can ensure you stay ahead of the competition. 5. Ditch the annual appraisal process Many companies still rely on the outdated annual appraisal to address employees’ strengths and weaknesses. No one looks forward to these arduous meetings that involve lengthy forms and awkwardly formal procedures. Twelve months is a long time in the business world and achievements that happened last year have become irrelevant and mistakes forgotten about. Ongoing, regular meetings help to focus on objectives, address issues as they arise and ensure achievements don’t go unnoticed. 6. Act on employee feedback The employee feedback process shouldn’t work one way. We often get caught up in telling our staff what they need to do to improve but we never ask what we need to do to be a better business. Your staff are in the perfect position to help you improve. Involve your employees in decision making, they have seen first-hand what does and doesn’t work. Ask them how you could improve company culture and employee satisfaction; what training they need and what processes could be executed better. 7. Recognise and reward employee achievements Everyone responds well to praise and appreciation both inside and outside of the workplace. Thank you always goes a long way. Putting a reward and recognition scheme in place improves productivity, increases job satisfaction, boosts happiness and creates loyalty. In a survey by Perkbox of 1,532 UK employees, 42% said receiving greater recognition for their work would make them happier in 2021. There are a number of ways to recognise staff, this could include social media recognition, awards for meeting core values, end of year awards, colleague thank yous and long service awards. 8. Develop and share your company’s purpose and passion Your HR department is perfectly positioned to share the company vision and value with all employees. Firstly, you must identify your organisation’s purpose and ensure everyone in the company is actually aware of it. Are you articulating it clearly? Do they understand how their role contributes to the organisational goals? Regular communication is key in sharing your message. 9. Empower your team and build trust Business success relies on a whole team of people collaborating and sharing their ideas, success is not due to one single person at the top barking orders. Micromanaging can demoralise your employees, result in frustration and limit their creativity. You need to listen to your employees, challenge them to think outside the box, implement their ideas and trust them to make decisions. Being ordered to do something tends to negatively impact on our motivation. However, when we’re included in the decision-making we feel part of the bigger picture and our productivity improves as a result. Empowered employees are more likely to go the extra mile for you. 10. Redefine the employee experience & workplace COVID-19 has profoundly changed the face of the workplace and encouraged businesses to adopt more flexible approaches to working. Gone are the days of long commutes and 9-5 structured workdays. Prior to the pandemic, flexible working was still a privilege reserved for the select few, with many still cramming soullessly onto the tube for the morning commute. Flexible working allows for a better work/life balance with increased childcare opportunities, less time wasted travelling and helps prevent employee burnout. As things begin to return to normal over the next year, it is essential to consider the new face of the workplace. Allowing a blended approach to office and home working could help increase workplace productivity and improve employee wellbeing. 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 create a healthy company culture to help your business thrive long-term by keeping your best employees and your business productive. High-Performance Culture & Talent Organisational Culture & Performance 15 Ways to Create a Healthy Company Culture Learn how to create a healthy company culture to help your business thrive long-term by keeping your best employees and your business productive. Published on: 17 Jul 2025 There’s a lot of talk surrounding the importance of a positive company culture in the business world. However, people often see it as a stylish buzzword created due to millennial expectations of a good work/life balance. Business leaders can make the mistake of thinking a monthly team visit to the pub will resolve a toxic company culture. This article seeks to address what company culture actually is, the profound benefits it can have for your organisation and suggest 15 ways for you to begin creating a healthy company culture. What is Company Culture? Company culture, also referred to as organisational culture or corporate culture, can be defined as a set of shared values, goals, beliefs and practices that guide your business and the action of your employees. There is no solid definition of company culture because it is a unique concept for each individual business. It can be seen as the fingerprint of your organisation. As a business leader you will have created values and goals as soon as your company was born and these will form the foundation of your workplace culture . The culture then develops into the beating heart of your organisation as employees respond and contribute to those core values. A good company culture should inspire teamwork, collaboration, innovation and a thirst for success. Patty McCord, former Chief Talent Officer at Netflix, recognises in her book Powerful: Building a Culture of Freedom and Responsibility that “the greatest motivation is contributing to success”. How Corporate Culture Affects CRM Corporate culture plays a crucial role in the success of Customer Relationship Management (CRM) by shaping how employees interact with customers, leverage technology, and align with the company’s customer-centric goals. A culture that prioritises transparency, responsiveness, and continuous improvement ensures that CRM tools are used effectively rather than becoming just another piece of software. When collaboration and data-driven decision-making are ingrained in the organisation, employees are more likely to share customer insights and provide personalised experiences. Conversely, a rigid or siloed culture can hinder CRM adoption , leading to inconsistent customer interactions and missed opportunities for retention and growth. Ultimately, the right corporate culture transforms CRM from a system into a strategic advantage. Here are five ways corporate culture impacts CRM: Customer-Centric Mindset – A culture that values customer relationships ensures that CRM data is used to enhance customer experiences rather than just track transactions. Collaboration Across Teams – When departments work together, CRM becomes a central hub for shared insights, leading to more seamless customer interactions. Technology Adoption – A culture that embraces innovation encourages employees to fully utilise CRM tools rather than resisting change. Accountability and Ownership – When employees take responsibility for customer relationships, they are more likely to input accurate data and follow up effectively. Continuous Improvement – Companies with a culture of learning and adaptation use CRM analytics to refine customer strategies and improve performance over time. Why is a Healthy Company Culture so Important for Business Success? A healthy company culture has profound benefits for your organisation. A report conducted by Breathe HR found that 81% of business leaders recognised that culture drives direct benefits for their organisation. These are just some of the benefits of a strong corporate culture: Attracting talent – company culture is a huge factor for job seekers in today’s market with 66% of millennials putting culture above salary when it comes to job satisfaction. Employee retention – once you’ve hired successful staff, your goal is to keep them within the organisation. High turnover often occurs when there is a negative company culture. In fact, a recent survey by Glassdoor found 70% of UK workers would look for a job elsewhere if their company culture deteriorated. Increased productivity – happy workers show up consistently, are more engaged with the business, seek to solve problems and as a result contribute more valuable work. Improves reputation – negative headlines about toxic company culture and unhappy employees spark discontent amongst your customers. How to Create a Healthy Company Culture: 15 Steps It is important to recognise that a healthy company culture is not created overnight. It is ok to make mistakes, take risks and find out what works. The following 15 suggestions are just some of the ways you can begin to improve your company culture. Share Your Core Company Values It’s all well and good to draw up your company values in your mission statement but often they’re then left to sit on a dusty shelf whilst attention is turned to profits. Your values and goals should be regularly shared with the entire team and consistently measured. When everyone understands what is expected of them and are working towards the same goal, engagement and productivity rise as a result. Hire and Fire Based on Values and Behaviours Finding candidates with the right skills to perform their job is important but training can always be utilised to fill gaps in knowledge. However, it is much harder to train someone to share your values and required behaviours to fit into your company culture. Make your values and required behaviours clear during the recruitment process and explore how candidates exhibit these qualities. Consider whether they are the right fit for the team. Similarly, if a member of staff is failing to adapt to the company culture or creates divides within the team then it is time to consider their place in the organisation. Encourage a Healthy Work/Life Balance Modern life can be full of stresses in and outside of the workplace and we are all guilty of failing to strike a healthy balance at times. Employees who are less stressed and happier are likely to perform better at work and concentrate on the task at hand. The coronavirus pandemic has taught us valuable lessons about the need for flexibility and juggling our work and home life at the same time. Many people have found themselves home schooling alongside tackling the working day. The Modern Family Index 2020 found that 46% of parents said that work affected their ability to spend time together as a family yet stated family was their number one priority. Employers should be mindful of encouraging flexible working opportunities and highlighting the importance of leisure time to avoid stress and employee burnout. Improve Communication and Collaboration in the Workplace Employees can be left feeling like a cog in a machine without really understanding the bigger picture. Encouraging communication across all levels and departments ensures everyone has a shared goal, understands their role and wants to collaborate to be successful. Staff should be given the opportunities to ask questions and provide feedback regularly. Bring More Compassion to the Workplace A survey conducted by Liberty Mind found that a shocking 83% of employees had been made to feel guilty for taking time off for a major life event. As an employer it is important to show you care, offer understanding and seek to help employees in need. Workplace compassion increases loyalty, engagement, productivity and trust. Make Work Fun No one wants to dread going to work on a Monday morning. Whilst it’s not all about adding slides and TVs to the workplace, a boring work environment can stifle innovation and creativity. People who are bored at work are less likely to be productive and are more likely to seek a job elsewhere. Recognise and Reward Employee Achievements Everyone responds well to praise and we crave appreciation for hard work. A simple thank you or a small token of appreciation in the workplace improves productivity, boosts happiness and creates loyalty. Research shows 42% of employees say receiving greater recognition for their work would make them happier in 2021. Invest in Employee Health and Wellbeing Healthy and happy employees are key to the success of the company. Toxic workplace culture can profoundly affect employees’ physical and mental health. It is vital to be mindful of stress and employee burnout which can lead to increased sickness absence, a drop-in productivity and a lack of loyalty. Employee wellness programmes can be a great way to improve happiness, reduce absenteeism and boost productivity. Involve Employees in Decision Making Staff who are involved in decision making feel trusted and a valuable asset to the team. They are much more likely to work hard when they feel their contributions have a positive impact. A collaborative team who make decisions together can spark better ideas and innovative ways to problem solve. Your staff are in the perfect position to help you improve as they often work more closely with your product and customer so they’ve seen first-hand what works well and what doesn’t. Avoid Micromanaging Your Team Micromanaging can demoralise your employees, result in frustration and mistrust and can even limit their creativity. Furthermore, if their work is always being watched and scrutinised they may lack the confidence to suggest ideas and make decisions which could have benefited the business. When we are ordered what to do we begin to lack motivation. Whereas when we make decisions and feel like we are part of the bigger picture we will go the extra mile to ensure success. Promote Transparency in the Workplace Don’t sugar-coat company problems and hide them from your employees. Being transparent creates trust and your team will be willing to support the company through its challenging periods when they are well informed. Employees can also assist in the problem-solving process and provide suggestions to tackle issues. The trust process works both ways and employees will feel confident to bring problems to attention swiftly to prevent further mistakes being made. Communicating news immediately also prevents workplace gossip and miscommunication. Combat Negativity in the Workplace Negativity in the workplace can spread quickly throughout the team, affecting engagement and productivity. One negative situation or person can affect the mood of the entire team. If a negative team member is unable to adapt to the positive company culture then it may be time to re-evaluate their role in the organisation. Get to Know Your Team It’s common, particularly in a large business, to barely know the name of the new intern. However, good leaders know that people are what make up a business. You need your employees to trust and respect you and come to you with their problems. Knowing how your team thinks and what they value is hugely important to the success of your workplace. So, don’t just nod at the new employee at the coffee station next time, ask them questions and invite them to feel part of the company culture. Promote Equality, Diversity and Inclusion Equality and diversity should not be a tick box exercise to keep up appearances and look good to the outside world. There are many benefits to having a diverse team and these should be understood and utilised to create a healthy company culture. A successful organisation should be made up of people who all bring different skills and experience to the table. Discriminating based on gender, ethnicity or disability may result in losing potential talent. A report by McKinsey called ‘Delivering Through Diversity’ found that companies with the most ethnically diverse teams are 33% more likely to outperform their peers on profitability. Offer Training and Professional Development Opportunities A healthy company culture should encourage growth and personal development. Employees should be given opportunities to better their skills and further their career. Employees who lack progression begin to feel bored and unfulfilled, adversely affecting the workplace culture. 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

Emotional intelligence is built on self-awareness, which enables people to recognise and comprehend their emotions and how they affect their actions, mood, High-Performance Culture & Talent Human Resources & Talent Development 12 Ways To Improve Emotional Intelligence Do you have the capacity to identify, comprehend, and control your emotions and recognise those of others around you? Published on: 7 Aug 2025 A leader in a organisation who uses emotional intelligence to unite people to confront an environmental crisis illustrates how emotional intelligence can help build a better planet, enhance people’s lives, and protect the world’s future. This leader can comprehend and relate to the worries of various community members. The person clearly conveys the significance of the problem and motivates cooperation and action among the group. The outcome is a successful community-wide initiative to address the environmental issue, enhancing residents’ quality of life and advancing the worldwide objective of safeguarding the environment. Effective communication and collaboration amongst all stakeholders are one of the main tenets of stakeholder capitalism, and emotional intelligence is crucial for attaining this. A leader with high emotional intelligence can establish trust and solid connections and empathize with many stakeholders’ problems. Later, he clearly explains the company’s vision and goals. As a result, talks and decision-making can be more fruitful and collaborative, which improves the situation for all parties involved. In addition, emotional intelligence is crucial for solving ESG (Environmental, Social, and Governance) and SDG (Sustainable Development Goals) challenges. Leaders may make more deliberate and effective decisions that put the needs of all stakeholders, including the environment and future generations, ahead of just short-term profit by recognising and controlling their emotions. Emotional intelligence is crucial for advancing stakeholder capitalism because it fosters collaboration, trust, and effective communication among stakeholders, promoting sustainable growth and ethical business practices. Elements Of Emotional Intelligence Self-Awareness Emotional intelligence is built on self-awareness, which enables people to recognise and comprehend their emotions and how they affect their actions, mood, performance, and interactions with others. Self-awareness allows people to control their emotions and behaviours, improving decision-making, relationships, communication, confidence, and creativity. Organisational psychologist Tasha Eurich asserts that those who are self-aware typically experience more success in their personal and professional lives. So, becoming more self-aware is essential for both personal and professional growth. Self-Regulation When a person is self-aware, they can start to control their impulses and emotions through self-regulation, which is the capacity to do so. This results in improved judgment, more solid bonds, efficient communication, an optimistic outlook, and flexibility in dealing with diverse circumstances. Conversely, persons who lack self-control frequently cause a domino effect of unfavourable emotions in others, resulting in a high turnover rate. Social Awareness Social awareness is the capacity to comprehend and relate to the feelings, requirements, and viewpoints of others. This involves recognising social cues, interpreting body language, and being conscious of group dynamics. A business manager who is conscious of their staff’s various viewpoints and feelings and can foster a supportive and inclusive work environment for everybody would illustrate social awareness. They can interact successfully with each employee since they know their needs. As a result, employee motivation, contentment, and productivity all increase. Additionally, they can foresee possible disputes and take proactive measures to resolve them, strengthening team dynamics and productivity. Social Skills The capacity to steer conversations, negotiate, and settle disputes fairly and sympathetically is a component of social skills. A business CEO who can effectively communicate the company’s vision and goals to all stakeholders, including shareholders, employees, customers, suppliers, and the community, would be a real-world example of social skills. The CEO can improve decision-making, collaboration, and cooperation, as well as the overall success and sustainability of the firm. To advance stakeholder capitalism, the CEO must also be able to resolve disputes and deal with various stakeholders in a way that benefits all parties. 12 Ways To Improve Your Emotional Intelligence Make A Journal To Increase Self-Awareness Your emotional intelligence can be considerably enhanced by being conscious of your feelings and how you emotionally react to people around you. Understanding when you are nervous or furious might help you communicate those sentiments in a way that encourages positive outcomes. Consider your meetings, projects, and interactions from the day’s activities, both good and bad. You can identify specific patterns in your behaviour and responses, as well as those of others, by writing down your thoughts. What was your greatest success? How do your staff members feel? Do you ever get frustrated with particular persons or circumstances? If so, why? The better, the more reflective you are. For instance, you’ll become more conscious of what irritates you to prevent a future tantrum or imitate behaviours that have been shown to increase staff morale. Detect The Emotions Of Others While self-reflection is a good place to start when developing emotional intelligence, it’s equally crucial to consider how others will interpret your actions and words. Being emotionally savvy includes knowing how to modify your message based on appearance. To demonstrate that you value other people’s feelings, you can always ask them how they feel if you are unclear. Employ Active Listening Skills People communicate verbally and nonverbally. Therefore, paying attention to both verbal and nonverbal cues and potential positive and negative replies is crucial. The foundation for wholesome relationships can be laid by showing others respect by taking the time to listen to them. Try asking questions, nodding in agreement, or repeating key ideas to demonstrate that you have grasped them to demonstrate that you are paying attention. Express Yourself Clearly For emotional intelligence, effective communication abilities are crucial. Building healthy connections requires understanding when to communicate information in writing or verbally. To keep everyone on the same page, a manager in a work environment must communicate expectations and goals. Be as open to communication as possible, and provide several avenues for others to express their emotions to you. Stay Optimistic People with emotional intelligence are aware of the impact a kind word, an encouraging email, or a thoughtful action may have. When you can maintain your composure when dealing with a stressful circumstance, you can support those around you. Additionally, this mindset can promote additional teamwork and problem-solving. While experiencing negative emotions is common, you should consider ways to lessen their impact and search for answers. Empathise Emotional intelligence includes the ability to consider others’ feelings. It denotes your capacity to understand emotions you may not be experiencing personally and to react in a way that is courteous and consoling to others. Try to put yourself in other people’s shoes so that you may think about how you might feel if you were in them. Keep An Open Mind Because they are terrific listeners and can take into account and understand alternative viewpoints, emotionally intelligent people are frequently simple to approach. They are also receptive to new information and concepts. Even if you’re unsure of a novel idea or concept, attempt to imagine how you might incorporate it into your job. Adhere To Feedback It is crucial to possess the ability to hear criticism, whether praise for a recent presentation or harsher suggestions for how to assign duties more effectively. Being receptive to criticism demonstrates your capacity for accountability and willingness to enhance your interpersonal communication skills. Even if some critique could be difficult to hear, you should attempt to see it as an opportunity to develop professionally. Under Pressure, Maintain Composure It’s crucial to have the ability to tackle challenging circumstances with calm and optimism. Maintaining composure and concentrating on finding a solution will help everyone achieve their objectives. Tensions can easily rise, especially when people are pressed for time. Develop coping mechanisms to help you remain composed and deliberate in difficult situations, such as taking a deep breath or asking for assistance. Conduct A 360-Degree Evaluation Using feedback from various sources, a 360-degree assessment is a procedure that aids people in developing their emotional intelligence. A self-evaluation and a series of inquiries or surveys from superiors, colleagues, subordinates, and consumers or clients are frequently included in the assessment. The information is then collated and examined to provide a comprehensive assessment of the person’s emotional intelligence, which considers their self-awareness, self-regulation, motivation, empathy, and social skills. This information can be utilised to pinpoint areas that need improvement and create a career and personal growth strategy. Additionally, managers and leaders can utilise the 360-degree exam to pinpoint team-wide improvement opportunities. This creates plans for raising emotional intelligence levels. It contributes to a thorough grasp of emotional intelligence and the areas that need improvement. Be Aware of Your Emotions It would help if you first comprehended your feelings to comprehend those of others. Make a deliberate effort to think about your emotions whenever you notice a particularly powerful emotion, whether pleasant or bad. Think for a moment about the reasons behind your feelings and what might have caused such a powerful emotional reaction. You’ll learn to recognise your own emotions and those of your coworkers. You’ll be able to develop a productive team by being an empathic leader. Enroll In An Online Training Or Course By giving a summary of the main ideas and theories, as well as tips and tactics for fostering self-awareness, self-regulation, motivation, empathy, and social skills, online courses and training on emotional intelligence can assist people in growing their emotional intelligence. These programs can teach people how to effectively control their emotions and comprehend those of others, which can improve their relationships and communication. Assessments and interactive exercises may also be used in training to reinforce concepts and track advancement. The ability to make better decisions, build stronger relationships, communicate effectively, and perform better can benefit from completing an online course or receiving training in emotional intelligence. Conclusion People need emotional intelligence since it can enhance their personal and professional lives and improve the world. People can become better suited to managing life’s complexities and effect positive change by increasing their emotional intelligence. A more peaceful community may result from increased empathy, better communication, and deeper understanding that can be fostered by emotional intelligence. Everyone should consider developing their emotional intelligence since doing so will enhance their personal lives and contribute to a better future for all of us. 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Learn how to improve small business operations in this helpful guide to increase your business productivity and maximise your business resilience. AI-Powered Process Excellence Operational Excellence & Process Improvement How to Improve Small Business Operations Learn how to improve small business operations in this helpful guide to increase your business productivity and maximise your business resilience. Published on: 5 May 2022 For small businesses, improving business operations often boils down to day to day survival. Leaders run from department to department, putting out fire after fire, with little time to look at the bigger picture which slows long-term growth by stunting operational efficiency. Research by McKinsey shows 79% of all companies have cut costs over the last year in response to the economic uncertainty, but only 53% of executives believe that this approach actually helped the business weather it. At the same time, research shows only 4% of companies measure and manage their documented processes. This suggests a huge amount of businesses are struggling to focus on improving operational efficiency as a means of increasing business productivity and profitability. If operations management in small businesses reviewed their operating efficiency they could improve business operations and in turn, improve business productivity and profitability; making them more competitive and maximising business resilience. We all need to rethink business . That’s why in this article we’ll be looking at what operational efficiency is and how to improve small business operations to achieve it and how that can be a part of a continuous business improvement programme . What is Operational Efficiency and How Can it Increase Business Profitability? Before we can dive into how to improve business operations in a small business, it helps to understand what the goal is. That goal is simple on paper — to improve operational efficiency. Often operational efficiency is a term thought to only be used within the manufacturing industry, with little regard for the 6 million SMEs in the UK which make up 99% of all businesses. But it’s not so. Business operational efficiency simply refers to an organisation’s ability to deliver a high quality service or product through the most streamlined processes and effective use of resources. Therefore this approach is a great strategy to increase revenue and business growth internally by enabling businesses to generate larger profits with the same resources, as opposed to looking for external sources like a new sales or marketing campaign. Maximising a Small Marketing Budget Maximising a small marketing budget isn't just about stretching resources—it's about survival in a fiercely competitive arena. For small businesses, prudent spending is paramount to carving out a niche and staying afloat amidst industry giants. It's a strategic game where every penny counts, demanding innovation and creativity to make impactful impressions. In today's market, where attention is currency, mastering the art of maximising a modest budget isn't optional—it's the lifeline for sustainable growth and long-term success. How to Improve Small Business Operations to Maximise Business Productivity Business operations are not merely a means of cost management. All aspects of your business relate to business operations. Broadly, for all business sectors there are eight categories to focus on in business operations where improvements can be made: Organisation operations Sales and marketing operations Supply chain operations Sourcing and procurement operations Financial operations Business process management Research and development Outsourcing operations Of course, not all of these categories will apply to every business. But it goes to show the broadness of which aspects can be addressed in the process of operational improvements. For most SMEs, the following strategies can help to improve small business operations: A business improvement programme Reviewing and refining processes Improving employee well-being A more developed financial strategy Utilising the best technologies available Measure overall performance and set goals A Business Improvement Programme A business improvement programme will ensure that the right problems are fixed in the right order, that the operational issues that are having the most significant impact on the business need to be addressed first. Reviewing and Refining Processes for Continuous Improvement Business process management (BPM) speaks to the statistic we referred to in the introduction; that only 4% of businesses measure and manage processes. Process refinement is at the heart of improving business operations.BPM gives businesses a better understanding of the drive behind day-to-day operations. Without documented and measured processes, you’re just making guesses as to where operational improvements can be made, which is why so often large changes driven from the top-down cause such chaos for frontline workers. Though the brand is known as a global success now, Taco Bell used a business process management strategy to save their brand from going under back in the 1980s. In 1983, while the rest of the fast food industry was seeing an average 6% year-on-year growth, Taco Bell’s annual revenue growth was negative 16%. The newly appointed CEO, James Martin focused on completely redesigned business processes as a means of growth, transforming them into the $3 billion company we know today. All this to say, processes must be documented and measured within businesses, so that they can be reviewed and analysed. This shouldn’t be a one time review, but a continuous process of improvement. This can allow businesses to automate in new areas and better allocate resources to more productive activities. Improving Employee Well-Being Improves Employee Engagement Employee engagement is at the heart of business productivity. The picture in the UK for employee engagement currently is bleak. Gallup research reveals only 27% of UK employees strongly agree that their workplace cares about their well-being. While many companies have an employee well-being programme in place, many of these bring lacklustre results when it comes to increasing employee engagement. There are no end of ways to improve employee engagement , but in short: Creating a robust company culture with a clear vision and purpose Transparent and open communication Investing in employee development Setting clear, attainable goals Supporting the mental and physical health needs of employees Empowering employees with decentralised decision making Building stronger teams through better, selective recruitment for behaviours Developing a More Robust Financial Strategy Businesses need to make a profit and your financial strategy is at the heart of this. Particularly within the hospitality industry, but across many industries, margins have dwindled as the markets have become more and more competitive. Low margins not only impact your financial viability, but they also impact employee morale. Wages stagnate and employees move onto greener pastures. Yet the approach of cutting margins to increase sales remains a common one. Instead, we suggest competing on the customer experience instead. 86% of customers are happy to pay more for a better customer experience. So instead of continuously eating into your margins to survive, increase them and justify it by delivering a better customer experience than anyone else on the market. Utilising the Best Technologies Available to Improve Operating Efficiency Technology is an undeniable part of working life in the Fourth Industrial Revolution. Automation is expected to increase across industries, freeing up your employees time to be better devoted to more creative tasks which machines cannot do. This isn’t to say technology alone is the solution for improving business operations, but ensuring you stay ahead of the curve (and competitors!) by keeping up to date and investing in the technologies you need to streamline and improve processes is a key characteristic for small business operations management. Measure Overall Performance and Set SMART Goals to Unlock Business Productivity So many SMEs only focus on the bottom-line financial metrics. Of course these are important, but it’s vital to measure your operational metrics if you want to improve small business operations. There are no end of operational metrics to pick from to measure your overall performance and operational efficiency, but common operational metrics include: Total tickets vs open tickets Mean time between failures Mean time to repair Mean time to recovery Mean time to resolve Mean time to respond Mean time to failure Lead time Average handle time Return on advertising spend Customer acquisition cost Time to payback Marketing originated customer percentage Employee efficiency Adherence to values Customer satisfaction Revenues per employee Once you’ve measured your performance, set new SMART goals to achieve them, to allow you to continuously develop and improve operational efficiency. 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Small business performance management can help small business owners grow their business faster by helping them to better execute their business strategy. Data-Driven Performance & ROI Productivity & Performance Management 8 Tips for Small Business Performance Management Small business performance management can help small business owners grow their business faster by helping them to better execute their business strategy. Published on: 5 Aug 2021 Sustainable business growth is a challenge for all businesses, but perhaps no more so than for small businesses . Running a small business isn’t for the faint of heart. Successful small business owners must be able to mitigate risks, seize opportunities and deliver a product or service that meets consumer demand and expectations to grow. The good news is these challenges can be more adeptly tackled with effective small business performance management techniques. What is Small Business Performance Management? How are you currently measuring performance in your business, if at all? Performance is at the heart of sustainable business growth, but it needs to be measured and tracked to be successful and create long-term growth. This process allows businesses to identify strengths, weaknesses, opportunities for improvement so they can continuously improve activities, methods and processes across the business, increasing business performance and in turn increasing growth and profitability. Small business performance management refers simply to the processes and techniques businesses use to measure, track and improve business performance . Around a quarter of SMEs have no business strategy in place at all, but the challenge doesn’t stop here for businesses as executing strategies remains a challenge. Around 87% of businesses fail to execute their strategy. This comes down to a disconnect between strategy and operations. It stifles business performance and growth. But with set processes in place regarding the measurement and improvement of performance, small businesses are far more likely to successfully align strategy and operations and grow. With this in mind, let’s dive into our 8 simple tips for small business performance management. 1. Develop Clear Business Performance Goals What are you trying to achieve? The goals you choose will be unique to your business and strategy . Different business will have different goals, you may be a flooring and carpet business These goals will help you establish critical success factors (CSFs). Critical success factors refer to the specific activities the business needs to focus on to meet these goals. For example, for a restaurant to increase sales, a critical success factor would be great customer service. Essentially CSFs can help you figure out how to link your goals to your operations and which processes and activities you need to focus on to manage better business performance. When setting goals, it helps to set SMART goals. These are: Specific Measurable Attainable Realistic Time-bound 2. Choose Your Key Performance Indicators Once you’ve defined your goals and you know the activities you need to focus on to reach them, you can look at how you’ll measure them. You can do this using key performance indicators (KPIs). There are many potential KPI metrics you can use within a business performance management framework and they’ll vary depending on the department and activity. For example: Management KPIs examples: Customer acquisition costs P/E ratio Net profit margin percentage Return on equity Finance KPIs examples: Gross profit margin percentage Operating profit margin percentage Working capital Operating expenses ratios Sales and Marketing KPIs examples: Average order value Average sales cycle length Lead conversion rate Profit margin per sales rep Service KPIs examples: Average response time First call resolution Net retention Customer satisfaction score HR KPIs examples: Employee turnover rate Employee satisfaction rate Cost per hire Training costs The most important thing when choosing KPIs however is to ensure they’re relevant. For example, if one of your goals was to increase customer retention rates by 15% over the course of the year, you’ll want KPIs relevant to your customer experience and service such as net retention, customer satisfaction and more. 3. Create a Collaborative Business Performance Management Process The best way to get engaged employees who understand and are committed to improving business performance isn’t to dictate the performance goals and KPIs down to them. This can often leave employees clueless about why these are the KPIs and how they align with larger business goals. To avoid this, business owners and leaders throughout the business need to make business performance management a collaborative process. Hold meetings with employees where you discuss the larger business goals, how departments are contributing to those and ask them how they think different aspects of business performance could be improved. These are the people who know your customers the very best, as well as the roles the best. They know where the inefficiencies, challenges and strengths are. They’re best placed to help identify where processes and activities can be improved and how that could be measured, in collaboration with management and leadership. 4. Always Encourage Honest and Transparent Communication Closely linked to the above, businesses need to be transparent about performance goals, how well the business is doing and how departments are doing. Discussions relating to managing business performance cannot be contained to business owners and managers. There should be honest and transparent communication across the business. Collaboration and communication work hand in hand. Better still, modelling honest and transparent communication across the business encourages employees to be able to discuss challenges and opportunities for performance improvement. 5. Utilise Business Intelligence Solutions There was a time when gathering and analysing performance data was an administrative nightmare, taking up valuable time and resources. Business intelligence technologies have advanced to remove these laborious tasks. The best business intelligence solutions can not only gather performance data, but give insights into real-time performance, contextualise data against external sources and utilise predictive analytics for better planning. The financial costs involved in business intelligence solutions is often a barrier for SMEs. They simply see it as an additional expenditure, as opposed to an investment. But these technologies can help save valuable time which can be better dedicated to more creative tasks. They can also help you make better decisions thanks to a mix of insightful quantitative and qualitative data. In particular, the use of real-time analytics allows businesses to better adapt, react and strategise to unforeseen external challenges, making them more resilient and competitive. 6. Record Any Changes Made to Track the Impact on Business Performance Changes to activities and processes in an attempt to improve business performance shouldn’t be made and forgotten about. These need to be recorded so you can better understand how they impacted business performance. Recording them allows you to pinpoint when the change was made and the performance of activities and processes after. This can help you better identify which changes had the biggest impact on business performance, both positively and negatively. 7. Make it a Continuous Business Performance Management Process You’ve set your goals and KPIs. You’ve got the technology to give you the insights necessary. You’ve identified the processes and activities across your business that can help improve performance and you’ve recorded the changes made. This is true for small businesses like a plumbing business as it is for any other. You’re done, right? A successful business performance management process is continuous. It is continuously developing by improving performance, reaching goals, setting new goals and repeating the process. 8. Align Performance Metrics Using a Balanced Scorecard For a long time, performance metrics for businesses were focused firmly on financial results or market share. But performance metrics today consider many other aspects of business and span across departments. This can present a challenge in itself of aligning all the various performance metrics to present one clear, cohesive image of business-wide performance. Businesses end up prioritising one aspect of performance over another and departments silo to focus on their own performance metrics. Alternatively, for leaders trying to look at all the various performance metrics available, it’s overwhelming. It’s difficult to contextualise them against each other in any kind of timely fashion. Businesses need a simple solution that presents a balanced view of performance across the business. That’s why businesses use a balanced scorecard (BSC) to better understand how a business is performing. This performance management tool traditionally gives four important perspectives on business performance: Financial perspective Customer perspective Internal business perspective Innovation and learning perspective It does this by providing answers to four questions: How do shareholders see us? How do customers see us? What must we excel at? Can we continue to improve and create value? Each section has a list of goals and corresponding measures to present a clear, unified view of performance across the business. It minimises information overload and allows businesses to see where performance is improving and where further improvement is necessary. Maximising a Modest Marketing Budget For small businesses, a tight marketing budget isn't a setback; it's an opportunity for ingenuity and resourcefulness. Limited funds compel entrepreneurs to think outside the box, creating a culture of innovation and efficiency. Maximising a modest budget isn't just about making ends meet—it's about transforming constraints into catalysts for creativity. It's a chance to craft compelling narratives, build genuine connections with audiences, and establish a memorable brand presence that resonates far beyond the limitations of monetary resources. The Benefits of a Performance Management Framework for Small Businesses Business performance management can help small businesses better navigate a difficult world. Markets are increasingly volatile and unpredictable due to economic uncertainty. Globalisation has increased competition and decreased margins. Consumers demand an outstanding customer experience alongside a socially and environmentally responsible brand. Innovation is no longer a plus, but a necessity to survive. These external challenges can be better navigated with a process of continuous performance review and improvement. They allow businesses to better adapt to changing market conditions with real-time data, so they can plan and strategise for the unexpected. Increasing business performance helps companies become more competitive by offering the same product or service with lower operational costs. It can also help improve the customer experience through continuously improving customer service processes and activities. Overall, a business performance management process helps businesses plug the gap between business strategy and execution. It can aid companies in developing the exact methods to reach targets, as well as measure the success of those methods to improve future performance. Implement a Continuous Improvement Process in Your Small Business A small business performance management process can help small businesses better plan, strategise and execute said strategy, ultimately helping create sustainable long-term growth. Small businesses should focus on setting clear goals with relevant KPIs, in collaboration with teams and departments across the business. These performance targets and indeed the performance of the company as a whole should be shared openly with employees and celebrated. Business intelligence solutions should be utilised to give the best analytical insight, aiding better decision making and improving adaptability. Our continuous business improvement programme helps SMEs in developing a process of continuous improvement to create long-term business growth through improved performance and increased productivity. 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Discover the importance of workflow audits and the Workflow Audit Process in driving business efficiency. This comprehensive guide explores critical questions, common pitfalls, advanced tools, and the human side of audits, offering actionable insights for expert business leaders. AI-Powered Process Excellence Operational Excellence & Process Improvement The Ultimate Guide to Workflow Audits for Business Leaders Maximise performance, eliminate inefficiencies, and unlock hidden growth opportunities with effective workflow audits. Published on: 10 Jul 2025 Imagine navigating a labyrinth where each twist and turn represents a critical business process. Now, picture having a map that not only guides you through but also reveals hidden shortcuts and obstacles you might have missed. This is what a workflow audit offers—a powerful tool that serves as the cornerstone of high-performance workflows . Yet, despite their immense potential, workflow audits remain underutilised, even by the most seasoned leaders. Whether you’re aiming to cut costs, scale operations, or fine-tune performance, embarking on a workflow audit can illuminate hidden opportunities that drive sustainable growth. Unlocking Efficiency: A Guide to Workflow Audits A Business Audit is a comprehensive review of a company’s operations, finances, and strategies to assess overall performance, identify inefficiencies, and uncover areas for improvement. It provides a clear picture of where a business stands and what needs to be improved to reach its full potential. A Workflow Audit fits within a business audit as a focused review of the processes and systems that drive the daily operations of a business. By examining workflows, you can identify bottlenecks, redundancies, and inefficiencies that directly impact productivity and profitability. Together, these audits help streamline operations, align strategies, and ensure your business is performing at its best. Understanding Workflow Audits Workflow audits systematically evaluate business processes to identify inefficiencies, redundancies, and areas for improvement. This involves examining every step in a process to understand its contribution to the overall workflow. High-performance workflows not only streamline operations but also enhance productivity and employee satisfaction. By conducting a thorough workflow audit, organisations can gain insights into how workflows impact operational efficiency and alignment with strategic objectives. This alignment is crucial, as it ensures that each process contributes meaningfully to the business's broader goals. Business Improvement Process The first step in any business improvement process is to gain a comprehensive understanding of where your organisation stands. This is where workflow auditing comes into play. Workflow auditing involves a thorough evaluation of existing processes, focusing on how tasks are performed, identifying inefficiencies, and pinpointing any bottlenecks that hinder performance. This critical phase serves as the foundation for all future improvements, as it provides the data-driven insights needed to make informed, strategic decisions. Understanding the Need for Workflow Auditing At its core, workflow auditing aims to evaluate how work flows through an organisation. It looks at both formal and informal processes—those outlined in your standard operating procedures and those that have emerged organically over time. The goal is to ensure that workflows are optimally designed and are consistently delivering value in a manner that supports the broader business objectives. Without a clear understanding of your starting point, any improvements implemented are likely to be reactive rather than proactive. Instead of addressing the root causes of inefficiencies, reactive improvements often focus on surface-level symptoms, which fail to deliver long-term results. By conducting a comprehensive audit, you’re not just addressing the immediate problems but positioning your business for sustained success. The Process of Auditing Workflows Workflow auditing involves several key steps, each designed to uncover critical insights about how tasks and activities are executed within an organisation: Mapping Processes : The first step in a workflow audit is to map out each process in detail. This means visually representing how work flows from one task to another, from one team to the next. Tools like flowcharts or process maps can help identify the start and endpoints of workflows, as well as the various touchpoints where issues may arise. Process mapping also includes understanding the roles and responsibilities of the teams involved in each stage, ensuring that the flow of work is clearly understood across the organisation. Data Collection and Analysis : Data is essential to understanding how processes perform. Auditing workflows requires gathering both quantitative data (such as time taken to complete tasks, error rates, and resource usage) and qualitative data (such as employee feedback and customer satisfaction). Collecting data provides a clear picture of inefficiencies, bottlenecks, and areas where improvement is needed. Tools like time-tracking software, process performance metrics, and employee surveys can provide the necessary insights into the current state of workflows. Identifying Inefficiencies and Bottlenecks : A key part of workflow auditing is identifying inefficiencies —tasks that take longer than necessary, involve unnecessary steps, or waste valuable resources. These inefficiencies can manifest in a variety of ways, such as slow response times, duplicated efforts, or unnecessary complexity in the process. Bottlenecks, which occur when a particular part of the workflow slows down the entire process, are also a common issue. These can arise due to insufficient resources, poor coordination, or a lack of standardisation. Identifying these pain points is critical to determining where changes are needed. Root Cause Analysis : Often, surface-level inefficiencies mask deeper, systemic problems. Root cause analysis is a method used to drill down into the underlying reasons for inefficiencies and bottlenecks. For example, a business might identify a bottleneck in the inventory restocking process, but the root cause might be poor inventory tracking systems or outdated software. By identifying the root causes, organisations can focus on making strategic, sustainable changes rather than applying quick fixes that don’t address the true issues. Why Workflow Auditing Matters Conducting a thorough workflow audit is crucial for several reasons. Primarily, it helps identify opportunities for process improvement , allowing businesses to streamline operations and eliminate waste. By uncovering inefficiencies, organisations can make better decisions about where to allocate resources and how to improve service delivery, whether that’s by reducing cycle times, improving customer experiences, or minimising overhead costs. Moreover, workflow auditing helps create a data-driven foundation for decision-making. With clear insights into how processes are functioning, businesses can avoid making assumptions or acting based on incomplete information. Instead, improvements are grounded in evidence, ensuring that changes will have a meaningful and measurable impact. Practical Example: Retail Inventory Management Consider the example of a retailer who conducts a workflow audit to assess their inventory management system. During the audit, they may discover that manual inventory tracking is causing significant delays in restocking. The root cause might be the lack of an integrated system that connects inventory levels with ordering, which leads to missed restocking opportunities and extended wait times for customers. By identifying this issue through the audit, the retailer can take targeted actions to implement automated inventory tracking, thus improving stock availability and reducing downtime. This is a perfect example of how workflow auditing helps businesses avoid wasting time on ineffective solutions and instead focus on addressing specific pain points that affect both operational efficiency and customer satisfaction. Key Questions to Address During a workflow audit, it’s essential to address several critical questions to ensure a thorough evaluation. These include: What are the key performance metrics that define success for this workflow? Where are the bottlenecks or delays occurring, and what causes them? How does the current workflow align with the organisation's strategic goals? What resources, including time and personnel, are necessary to execute the workflow effectively? What are the best practices in the industry that we can adopt to enhance performance? By answering these questions, you can uncover valuable insights that guide decision-making and improve operational efficiency. Common Pitfalls in Workflow Audits Even the most diligent audits can fall prey to common pitfalls. Here are some areas to watch out for: Lack of Stakeholder Engagement: Failing to involve key stakeholders can lead to incomplete information and missed opportunities for improvement. Engaging team members at every level ensures that you capture insights from those who are directly involved in the processes. Change Resistance: Employees may resist changes proposed after an audit, undermining the effectiveness of new processes. It’s vital to communicate the benefits of the changes clearly and involve employees in the implementation process. Neglecting Documentation: Without proper documentation of workflows and SOPs, it becomes challenging to implement and sustain improvements. Ensuring that all processes are well-documented allows for greater clarity and consistency across the organisation. To mitigate these pitfalls, ensure that communication is clear, involve employees in the audit process, and establish comprehensive documentation practices that include updated SOPs. Best Practices for Conducting a Workflow Audit To maximise the effectiveness of your workflow audit, consider these best practices: Define Clear Objectives: Identify the specific goals you want to achieve with the audit, such as improving efficiency, reducing costs, or enhancing customer satisfaction. Clear objectives will guide your audit and ensure you remain focused. Involve Key Stakeholders: Engage team members from various departments to gain diverse perspectives and insights. Including cross-functional teams helps to highlight potential issues and uncover innovative solutions. Use Visual Tools: Employ flowcharts or process maps to visualise workflows , making it easier to spot inefficiencies. Visual representation aids in understanding complex processes and facilitates discussions around improvements. Establish Actionable Recommendations: Ensure that the findings from the audit lead to clear, actionable steps that can be implemented immediately. Recommendations should be specific, measurable, and time-bound to facilitate accountability. Review and Revise SOPs: Update your SOPs to reflect any changes made as a result of the audit, ensuring that everyone is aligned with the new processes. Regularly revisiting and revising SOPs keeps your organisation agile and responsive to change. Tools and Technologies for Effective Audits Leverage advanced tools and technologies to enhance your workflow audit process: Workflow Management Software: Tools like Asana, Trello, or Monday.com can help you visualise workflows and track progress, making it easier to manage tasks and deadlines. Data Analytics Platforms: Use analytics tools to collect and analyse performance metrics, enabling data-driven decision-making. Insights derived from data can guide process improvements and strategic planning. Collaboration Tools: Platforms like Slack or Microsoft Teams facilitate communication among team members, fostering collaboration during the audit. Effective communication tools ensure that everyone remains informed and engaged throughout the process. The Human Element A successful workflow audit hinges not just on processes but also on people. Engaging stakeholders throughout the audit process is crucial. Encourage open communication and solicit feedback to ensure everyone feels valued and heard. Consider conducting interviews or workshops to gather qualitative insights from team members. When employees understand the purpose and benefits of the audit, they are more likely to embrace the changes that follow, contributing to a culture of continuous improvement. Conclusion Workflow audits are not merely checklists; they are strategic tools that can significantly impact business growth and operational efficiency. By embracing the principles of high-performance workflows and integrating robust SOPs, organisations can unlock hidden potential and drive sustainable success. Remember, the journey towards operational excellence begins with understanding your workflows—so take the leap and discover what lies ahead! 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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Drive your small business forward with our 10 small business improvement ideas that you can implement straight away, from the business productivity experts AI-Powered Process Excellence Operational Excellence & Process Improvement 10 Small Business Improvement Ideas you can Implement Today Running a small business is a daunting task, especially if it’s your first. Knowing where your time and energy is best directed is a tough call to make. Published on: 11 Mar 2021 Running a small business is a daunting task, especially if it’s your first. Knowing where your time and energy is best directed is a tough call to make. Much of the advice around business improvement revolves around large and medium-sized companies, with large scale changes for specific departments. This is why we’ve put together our list of small business improvement ideas that you can implement today. Small Business Improvement Ideas Create a Business “Toolbox” Your business toolbox should be a centralised, accessible hub containing essential documents and tools for smooth operations. Alongside your business and marketing plans, it’s crucial to have up-to-date financial software that provides real-time insights into your cash flow, taxes, and overall financial health. Pro Tip: Digitise your employee manual and ensure it's accessible to all team members. It ensures transparency and consistency in operations. Use Task Management Software Task management software allows better team collaboration, reducing the reliance on long email chains. Platforms like Trello and Google Suite offer free versions for smaller teams, allowing you to manage tasks visually and collectively. Pro Tip: Assign clear roles in the software and set deadlines for each task, so responsibilities are transparent and measurable. Automate Tasks Automation is no longer a luxury—it’s a necessity. Beyond sending payslips or invoices, consider automating marketing activities like social media posts, email campaigns, and data entry. Tools such as Zapier or HubSpot can automate these processes, allowing you to focus on strategic tasks. Pro Tip: Start small. Automate routine tasks first, then gradually incorporate automation in more complex workflows as you see results. Promote Open Communication Effective communication is the backbone of business efficiency. Cultivating an open feedback culture allows your team to express their ideas and concerns freely. Use tools like Slack or Microsoft Teams to streamline communications and ensure that no voice goes unheard. Pro Tip: Regularly ask for anonymous feedback to get honest opinions, especially on sensitive topics. Implement a Business Improvement System A Business Improvement System provides a structured approach to analysing, refining, and optimising your operations. Focus on workflows, processes, and overall strategy to ensure your business is running efficiently. Document your processes and identify bottlenecks or inefficiencies that can be eliminated or improved. Pro Tip: Use a system like Lean or Six Sigma to identify waste and create high-performance workflows that align with your business goals. Stay Up to Date Set up Google Alerts not only for your business but also for industry-related keywords. This will keep you informed about trends, competitors, and new developments in your field. Use tools like Feedly to aggregate industry news from different sources and stay ahead of the curve. Pro Tip: Regularly review and adjust your business strategy based on market trends to stay competitive. Leverage Local Sign up for Google My Business and regularly update your profile to reflect current operating hours, services, and customer reviews. Participate in local community events or sponsor activities to raise brand awareness and build stronger relationships with your local customer base. Pro Tip: Encourage happy customers to leave reviews online—this boosts your credibility and helps attract new business. Strengthen Cybersecurity Small businesses are increasingly targeted by cybercriminals, making strong cybersecurity essential. Implement multi-factor authentication (MFA), firewalls, and regularly update all software. Conduct employee training on phishing and other online threats, ensuring they’re aware of cybersecurity best practices. Pro Tip: Use password managers to ensure your team isn’t reusing weak passwords and conduct periodic audits of your systems. Make Meetings Productive Reevaluate how meetings are conducted in your business. Shorten meetings or eliminate unnecessary ones to ensure employees can focus on their tasks. Set an agenda for every meeting and stick to it, reducing time wasted on off-topic discussions. Pro Tip: Implement standing meetings, which naturally keep discussions short and to the point. Take Downtime Seriously As a small business owner, the risk of burnout is real. Taking regular breaks not only helps refresh your mind but also allows you to return to work with a clearer perspective. Encourage your employees to take meaningful breaks as well to ensure their productivity stays high. Pro Tip: Schedule annual reviews for your own health and well-being, evaluating where you might need extra help or support. 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 identify and develop effective leadership behaviours to improve your business productivity, performance and profitability in this quick guide. High-Performance Culture & Talent Leadership & Management Development 8 Effective Leadership Behaviours to Improve Business Performance Learn how to identify and develop effective leadership behaviours to improve your business productivity, performance and profitability in this quick guide. Published on: 20 Mar 2025 More than 77% of businesses state they have leadership gaps. This should come as no surprise considering more than 10,000 baby boomers are retiring every day and 69% of millennials believe there is a lack of leadership development opportunities in their workplace. Despite 88% of employers stating it’s crucial to develop leaders at all levels, many businesses seem to struggle in actually executing this development, resulting in lacklustre management lacking the leadership behaviours necessary to drive high performing teams. Businesses need to focus more on leadership behaviours Leadership behaviours are fundamental to success both for starting a company and growing one. As the old saying goes, employees quit their boss, not their job. The reality is low employee retention is just one of the numerous issues poor leadership behaviours cause. Gallup research shows that managers are the biggest factor affecting employee engagement, accounting for around 70% of the variance in employee engagement, both negatively and positively. When we consider employee engagement is the driving force behind business productivity and performance , this statistic is of critical importance. Poor leadership costs businesses. The same research shows companies fail to pick managers with the right talent for the job a staggering 82% of the time. Much of this comes down to the reasons employees are promoted into positions of leadership currently. The traditional approach is to look at length of service or who has the most developed technical skills in their current role. But length of service and business skills often don’t translate into the makings of a great manager. For example, a highly skilled web developer – though undoubtedly a key player within an organisation – doesn’t automatically possess the leadership behaviours necessary to drive business performance. Research suggests around one in ten people possess the leadership behaviours necessary to achieve excellence. These 10% can naturally engage both customers and employees, creating a culture of high productivity and performance within their team. The same research reveals that a further two in ten people have some of the leadership behaviours necessary and have the potential to achieve excellence with the right leadership development strategy in place. Nonetheless, we know from the research above and the statistics in the introduction, that many businesses seem to struggle to identify these potential leaders. Experience and skills are important, but more important than either of these are leadership behaviours. What are leadership behaviours? Put simply, leadership behaviours are the natural characteristics and traits that make some people more effective as leaders than others. It’s important to note, that while for many these leadership behaviours are innate, there is no reason leadership behaviours can’t be developed through various learning and development strategies . Individuals utilise these leadership behaviours to manage themselves and those around them to increase productivity and performance, for the benefit of the organisation. Why are effective leadership behaviours important? Effective leadership comes with many benefits for organisations, including: Improved productivity Improved performance and profitability Stronger teams Better collaboration Increased employee retention Increased innovation Stronger company culture Faster business growth All of these benefits are interlinked. Effective leaders lead more effective teams or departments, who collaborate better and are more engaged and therefore more productive. This leads to an overall improvement of the team’s performance and profitability. The business is able to use these profits to grow faster than planned. But the benefits of an effective team don’t end there. Employees who love the people they work with thanks to improved collaboration are far more likely to stay with a company longer, meaning companies can reduce recruitment costs and lower employee churn. Similarly, the improved working environment and increased employee engagement and productivity can lead to more innovative and creative approaches, also helping the business grow faster. One of the easiest ways to see the benefits of a great leader is by example. Think of some great business leaders such as Bill Gates, Warren Buffett and Reed Hastings. If you think about the various behaviours these leadership examples possess, you’ll start to get an idea of the effective leadership behaviours that drive excellence. 8 effective leadership behaviours for success There are no end of potential leadership behaviours that align with various leadership styles, however the most effective leadership behaviours to drive excellence are: Motivate Be assertive Hold yourself accountable Be transparent Be approachable Be objective Be attentive Lead by example We’ll look at each. 1. Good Leaders Understand Everyone has Unique Motivations One of the most important leadership behaviours is the ability to motivate those around you. Many think that motivation comes down to simple monetary rewards or the ability to be optimistic in spite of challenging situations. While these sometimes help, the reality is individuals have a variety of intrinsic motivations that make them behave the way they do. For example, while one employee may be motivated by reaching goals and targets, another is more interested in building meaningful relationships and receiving regular verbal feedback on their performance. Great leaders acknowledge this aspect of human nature and utilise their knowledge of employees to create methods to best motivate each individual employee. A helpful tool in recognising and understanding different motivations are workplace personality tests. 2. Effective leaders are assertive, but not authoritative Another effective leadership behaviour is assertiveness. Leaders need to be able to make decisions and have confidence in those decisions, especially when things are challenging. Assertive doesn’t mean ignoring the opinions of those around you and demanding everyone follow your lead. Great leaders are able to take on board a range of differing perspectives and make swift decisions with confidence. In turn, colleagues should have confidence in your decisions and your ability to make the right one. 3. Create a culture of ownership by holding yourself and others accountable Many people have had a manager who passes the buck and it’s not a pleasant experience to say the least. This is why holding yourself accountable is an effective leadership behaviour. When things go wrong within your team, you shouldn’t pass the blame along to another colleague. Leaders who hold themselves accountable earn the trust and respect of their colleagues, building stronger and more meaningful relationships in the workplace. Modeling this behaviour to employees creates a better working environment; one where it’s okay to make mistakes and take risks, even if they don’t always pan out. This can encourage employees to take ownership over their own work and increase engagement. 4. Be honest and transparent at all times Research shows that 82% of employees don’t trust managers to tell the truth. This poor communication and lack of trust impacts engagement significantly. Transparency and honesty are vital leadership behaviours. The ability to communicate clearly and honestly, in both good and bad situations, builds trust between you and colleagues. They can also help create a better working environment, one that is fair and open. Employees are more likely to come to you with problems early on, as opposed to leaving them to build and become more of a challenge later. 5. Be approachable to encourage communication and collaboration Though honesty and transparency undoubtedly help, another good leadership behaviour is to be approachable. For many, this seems to come as a natural social skill. For others, despite having many other great leadership behaviours, being approachable is something they need to actively work on. Actively listen to employees, be attentive and ask open-ended questions. The leadership features of Revenue Intelligence can help here. Communicate regularly, not just about work matters, but about other things going on in their lives. All of these can help employees feel like they can talk to you about anything and know that you’ll take onboard what they say when you do. 6. Be objective and avoid office politics Objectivity or impartiality is an important leadership behaviour. We’ve all been guilty of having a colleague we favour, as well as some we definitely don’t. Effective leaders are able to examine and understand this bias and make impartial decisions and provide objective feedback regardless of personal preference. Objective feedback should be encouraging, not disparaging, with a focus on finding a solution as opposed to critiquing. Similarly, decisions shouldn’t be made based on who you like the most. Good leaders are able to identify which employee is the best suited for each task or activity based on their skills and previous performance. 7. Be attentive to employees’ needs and emotions Effective leaders are attentive. Not only to ongoing tasks, activities and projects, but to the individual needs and emotions of the employees on their team. For example, some employees may work best with minimal supervision, while others may work best in stretch roles with many new challenges to tackle. Leaders should pay attention and consider the unique needs of every employee in their team or department for the best performance. When leaders are attentive to employee needs and behaviours, they can spot when something isn’t quite right. People have off days for a variety of reasons, often entirely unrelated to work. Attentive leaders can identify less productive days and communicate with employees to find out what they can do to help resolve the issue. This in turn can improve job satisfaction for employees, knowing they have a leader they can depend on and who cares about their well-being. 8. Lead by example and model desired behaviours An individual that possesses all the above leadership behaviours and displays them regularly at work is an ideal role model to other employees. Effective leaders hold themselves and employees to a high standard and lead by example. For instance, you wouldn’t turn up late to work everyday, but expect your employees to be on time. A good leader models the behaviour desired from employees so it is clear what the expectations are. How to improve leadership behaviours Not everyone innately possesses effective leadership behaviours. Even for those that do, displaying those behaviours consistently is still a challenge. Fortunately, there are many leadership behaviour frameworks available to help further develop these behaviours. A popular choice is Kouzes and Posner’s five practices of exemplary leadership model. They state that leaders who follow five core practices make the most effective leaders. These are: Model the way Inspire a shared vision Challenge the process Enable others to act Encourage the heart The first practice, model the way, refers to leaders creating and following the standards of excellence they wish others to follow. These principles set clear guidelines for employees to follow. Leaders then need to inspire employees to work towards a shared vision and goal. They motivate and inspire employees by aligning everyone to work towards this shared vision. Effective leaders must challenge the status quo of things and innovate to continuously improve the business. They are unafraid to take risks and experiment to identify new opportunities. Of course, leaders must encourage and enable other employees to act, not just themselves. Effective leaders foster collaborative and energetic teams with an inclusive environment where every individual employee feels empowered to do their best. Finally, effective leaders encourage the heart by recognising and rewarding excellence. They recognise each individual contribution made and celebrate achievements and accomplishments. Research by Kouzes and Posner shows leaders who demonstrate these practices consistently are more effective and have higher performing teams. Another helpful leadership behaviour model was created by Blanchard and Hersey. Their four part situational leadership model is practical and can be applied immediately to situations. They state no leadership style is better than another and that effective leaders adapt their leadership style to individuals. They suggest four different leadership styles that can be applied for any situation as it arises: Telling style: a high supervision style for employees new to tasks or the role. Participating style: a moderate supervision style where leaders are actively involved with tasks to help build employee confidence. Selling style: a lower supervision style where leaders intervene when necessary due to low motivation. Delegating style: a minimal supervision style where employees can handle tasks well and understand their role. Many managers find this leadership behaviour model useful in figuring out the best way to help improve employee engagement. Develop your leadership behaviours and create high performance teams Without effective leadership behaviours, no matter the hard technical skills or length of service, you’ll struggle to inspire and motivate employees. While some individuals naturally possess these leadership behaviours, others must actively work on developing them and practicing them consistently. Our business improvement programme works with business owners and leaders to identify and improve behaviours, one behaviour at a time, creating a more productive and profitable business. 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Discover a structured, efficiency-first approach to CRM implementation. Learn how to align your CRM with business strategy, optimise workflows, and drive measurable success. AI-Powered Process Excellence Technology & Digital Innovation The Ultimate Guide to CRM Implementation for High-Performance Workflows Take the guesswork out of CRM success—boost efficiency, increase margins, and streamline operations with a high-performance workflow strategy. Published on: 11 Apr 2024 Implementing a Customer Relationship Management (CRM) system can be transformative for businesses looking to scale, improve efficiency, and enhance customer satisfaction. However, without a structured approach, CRM implementation projects often lead to cost overruns, poor adoption, and disjointed workflows. Integrating ERP with CRM for Seamless Workflows While implementing a Customer Relationship Management (CRM) system is pivotal for managing customer interactions and driving sales, integrating it with an Enterprise Resource Planning (ERP) system can significantly amplify operational efficiency and data consistency across your organisation. 1. Unified Data Management Integrating CRM and ERP systems ensures that customer information, order histories, inventory levels, and financial data are centralized. This unification eliminates data silos, reduces redundancy, and provides all departments with access to real-time, accurate information, facilitating informed decision-making. 2. Streamlined Processes An integrated system automates the flow of information between front-office and back-office operations. For instance, when a sales order is placed through the CRM, the ERP system can automatically handle inventory checks, invoicing, and shipping processes, reducing manual intervention and accelerating the order-to-cash cycle. 3. Enhanced Customer Experience With synchronized data, customer service teams have a comprehensive view of customer interactions, purchase histories, and preferences. This holistic perspective enables personalized service, timely responses, and improved customer satisfaction. 4. Improved Forecasting and Planning Access to integrated data allows for more accurate sales forecasting and demand planning. By analyzing trends and patterns across CRM and ERP systems, businesses can make proactive decisions regarding inventory management, resource allocation, and market strategies. 5. Scalability and Flexibility As your business grows, an integrated CRM-ERP system can adapt to increasing complexities, supporting new processes, additional users, and expanded functionalities without compromising performance. Here’s a structured, efficiency-first approach to implementing CRM successfully: 1. Define Clear, Measurable Business Goals Before investing in a CRM, outline the specific business outcomes you expect. These could include: Increased sales conversion rates (e.g., a 20% uplift within six months) Improved customer retention (e.g., reducing churn by 15%) More efficient sales cycles (e.g., reducing lead-to-close time by 25%) Every feature must tie directly to a measurable performance metric. 2. Align CRM with Your Business Strategy and Workflows A CRM should enhance your existing workflows , not create additional complexity. Start by identifying where your current sales, marketing, and service processes are inefficient. Audit workflows before implementation – Examine processes from a buyer’s perspective Eliminate waste – Apply lean methodology to remove redundant steps. Design for automation – Identify tasks that can be streamlined, ensuring the CRM acts as a productivity tool rather than a data-entry burden. 3. Gain Executive and Cross-Departmental Buy-in A CRM implementation will only succeed if it has leadership backing and company-wide adoption. Executive sponsors should communicate why the CRM matters and how it will improve business operations. Trust is key – If employees don’t trust the system, they won’t use it. Leadership must advocate for the CRM and ensure teams understand its benefits. Engage all departments early – Sales, marketing, customer service, and operations must be involved in CRM design to ensure alignment. 4. Prioritise Essential Features Based on Business Impact Many businesses fall into the trap of selecting a CRM based on an extensive feature set rather than actual business needs. Prioritise features that solve your biggest pain points first . Essential CRM features to consider: ✔️ Lead tracking and sales pipeline management ✔️ Automated follow-ups and task reminders ✔️ Customer service ticketing and resolution tracking ✔️ Real-time reporting and dashboards Focus on features that drive efficiency. If a feature doesn’t improve workflows , it’s a distraction. Implement in phases – A phased rollout allows teams to adjust before introducing additional functionality. 5. Ensure Clean and Well-Structured Data Migration The effectiveness of a CRM depends on the quality of data it contains. Migrating incomplete or duplicated records can lead to poor adoption and incorrect insights. Audit and clean data before migration – Apply the IMPROVE process (Identify, Map, Process, Review, Optimise, Validate, Execute). Create a single source of truth – Integrate with existing business tools like accounting and email marketing platforms to prevent data silos. 6. Plan for Seamless Integration with Other Systems A CRM is only as useful as the data it connects to. Integration with ERP, marketing automation, document management, and customer service tools is critical. Workflows should drive CRM integration, not the other way around. Ensure the CRM integrates with document management, email systems, and finance tools without adding unnecessary complexity . Use automation to reduce manual data entry and improve efficiency. 7. Train Teams and Reinforce Best Practices A CRM is only effective if your team uses it properly. Investing in thorough training tailored to different user roles is essential. Teach – Training should focus on behaviours , not just system functionality. A well-trained team understands not just how to use the CRM, but why . Make CRM use a habit – Embed CRM interactions into daily workflows. If sales teams still rely on spreadsheets, adoption has failed. 8. Test Rigorously Before Full Deployment Before launching the CRM company-wide, conduct a pilot phase to identify any issues. Select a test group to trial the system and provide feedback. Monitor user behaviours – Are they using the system as intended? If not, find out why and adjust. 9. Measure Success and Continuously Improve After implementation, track CRM performance against your initial business goals. 📊 Sales conversion improvements 📊 Customer satisfaction scores 📊 Employee adoption rates Apply lean principles to iterate on CRM processes. Regularly review reports and adjust workflows accordingly. Conduct quarterly workflow audits to ensure the CRM remains aligned with business objectives. 10. Maintain Ongoing Support and Adaptability CRM implementation doesn’t end at deployment. The system must evolve alongside your business needs. Build feedback loops so users can report inefficiencies. Keep CRM training ongoing , ensuring employees stay engaged with system improvements. Final Thoughts: A CRM is a Workflow, Not Just a Tool A CRM is not just a database—it’s the nervous system of your business workflows . A high-performance CRM should: ✅ Eliminate guesswork from sales and customer management ✅ Align with business strategy and operational efficiency ✅ Be an enabler of smarter decision-making By following these ten steps, businesses can take the guesswork out of growth , ensuring their CRM investment delivers measurable results, increased margins, and a streamlined, efficient operation. 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. 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Motivate and inspire your employees with an employee rewards and recognition scheme to improve staff wellbeing and professional productivity High-Performance Culture & Talent Organisational Culture & Performance 6 Benefits of an Employee Rewards and Recognition Scheme Motivate and inspire your employees with an employee rewards and recognition scheme to improve staff wellbeing and professional productivity Published on: 3 Dec 2020 A robust employee reward and recognition scheme that makes your employees happier and more motivated will increase employee productivity . After the pandemic, the Office for National Statistics predicts “large falls in output per worker”. When employees return to the office sometime next year, it will take more than the ability to work flexibly to motivate them. After months of pressure to adapt our working and personal lives, employers should embrace the opportunity to make work more meaningful for employees than it was before. This year, the pandemic has stretched employees’ wellbeing and mental resilience to the limit. A survey by MIND in June 2020 revealed that 60% of adults said their mental health had worsened during the lockdown, while health experts talking to HR News predict that workplace burnout will rise next year. Recognising and rewarding people as part of a broader engagement strategy is one way that businesses can make their staff feel happier, less lonely and more fulfilled as work normalises. In a survey by Perkbox of 1,532 UK employees, 42% said receiving greater recognition for their work would make them happier in 2021. Starting a company wellness program will show your staff that you care about their wellbeing and recognise the value they bring to the organisation. What are rewards and recognition? Employee rewards and recognition is a scheme employers use to recognise the contribution people have played in the success of the business. Inc defines a reward system as programmes “set up by a company to reward performance and motivate employees on individual and group levels ”. The reward is often monetary and increasingly used by small businesses to “lure top employees in a competitive job market”. Programmes that combine employee recognition with rewards provide more of a psychological, less tangible benefit, says Inc. Examples include events, spontaneous recognition like the privilege of a ‘duvet day’ or a more extended lunch break, and formal ‘Employee of the Month’ programmes. How do reward and recognition schemes work? Organisations with the best reward and recognition schemes have tailored them to the people in their business, including demographics. The scheme fits their organisational culture and values, with goals aligned to their growth strategy. Here are just a few employee recognition programme types that companies provide: Colleague thank yous – a mechanism that enables colleagues to nominate those who have performed at their best. Social media recognitions – colleagues use apps to recognise people and display their achievements publicly. Awards for living up to core values – programmes that recognise where people have lived up to the company’s values. End of year awards – where the Chair or CEO rewards top performers, e.g. for customer service. Long-service awards – fewer people are staying at companies for a long time, but these traditional awards are still a good way of rewarding long-serving staff. The benefits of employee rewards and recognition Reward and recognition schemes tell employees that they are valued, motivating them to support the business and its values. Here are six further benefits of employee rewards and recognition schemes: 1. Better staff retention Schemes give employees a vested interest in remaining loyal to the business. It costs £12,000 to replace an employee in an SME, according to Accounts & Legal, so it’s worthwhile giving them a reason to stay. 2. Increased staff engagement Employees will go the extra mile when the going gets tough – even when the gain is not monetary. A survey by McKinsey shows that organisations can “achieve a 55% improvement in engagement by addressing employees’ need for work recognition through nonfinancial means”. 3. Improved collaboration They give staff an incentive to work together as a team to get things done, and the rest of the organisation benefits from such harmony. 4. Easier staff hiring Social media recognition spreads the word that your company is worth working for, making it easier to attract new talent when the time comes. 5. Higher customer satisfaction Happier employees will provide better customer satisfaction and make the business more productive, helping you to weather the difficult times. 6. Increased workplace productivity After the pandemic, the Office for National Statistics predicts “large falls in output per worker”. A reward and recognition scheme that makes your employees happier and more engaged will make them more productive. What makes a successful reward and recognition programme? Providing rewards and recognition does not have to be expensive or complicated, but it works best if it’s an inclusive part of an organisation’s culture, as these examples show. The Institute of Internal Communication (IOIC) magazine Voice interviewed Selfridges’ head of internal communication Scott Lynch at the start of this year. He talked about the success of a ‘fun community’ where Selfridges people, not management, choose their own quarterly ‘surprise and delight’ moments, such as giving away free waffles and ice cream. The idea not only engages staff and makes them happier, but it’s good PR, too. “Externally, you can see our team culture reflects our store experience,” said Lynch. In India, Zubin Dubash, COO of entertainment company Semaroo, introduced an online Digital Mavericks Awards (DMA Awards) when he noticed employees putting in more hours during lockdown than before. He told Free Press Journal he wanted the rewards and recognition programme to motivate the team and help them to stay engaged and connected. The games-and-entertainment based scheme celebrates top performance each month and enables staff to both give and receive awards. According to Dubash: “The DMA has helped immensely in creating motivation and recognition in a challenging remote working set-up.” 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

Navigating the Triple Bottom Line for Sustainable Success Purpose & Sustainability Leadership Sustainability & ESG Navigating the Triple Bottom Line for Sustainable Success Master the Triple Bottom Line: A strategic guide to balancing profit, people, and planet for sustainable growth, impactful decisions, and long-term business success. Published on: 31 Oct 2024 In the ever-evolving landscape of business, a paradigm shift has taken place. Beyond traditional profit-centric models, companies are increasingly recognising the importance of a holistic approach that considers not only financial gains but also social and environmental impact. This concept is encapsulated in the Triple Bottom Line (TBL) framework, which urges businesses to balance profits, people, and the planet for sustainable success. Understanding the Triple Bottom Line The Triple Bottom Line, coined by John Elkington in 1994, extends the traditional bottom line, which focuses solely on financial performance, to include two additional dimensions – social and environmental. The TBL framework suggests that a business’s success should be measured not just by its economic profits but also by its positive contributions to society and the environment. The overarching objective of implementing a sustainable business strategy is to generate positive effects on the environment, society, or both, concurrently enhancing value for shareholders. Business leaders are increasingly recognising the power of sustainable business strategies not just in addressing global challenges but also in propelling the success of their firms. Nevertheless, the task of defining sustainability, establishing precise and achievable goals, and devising a strategy to accomplish those objectives can be challenging. An approach for understanding a business’s sustainability initiatives is through the application of the triple bottom line concept, particularly in the context of driving the firm’s overall success. Profit: Beyond the Financial Bottom Line: While profitability remains a crucial aspect of any business, the TBL urges companies to consider the broader impact of their operations. In a study by Harvard Business Review , it was found that companies embracing sustainable practices out perform their counterparts in the long run. By aligning business strategies with environmental and social responsibility, companies can enhance brand reputation, attract environmentally conscious consumers, and foster innovation. People: Nurturing a Socially Responsible Culture The “People” dimension of the TBL emphasises the importance of social responsibility and ethical business practices. Companies are increasingly realising that a healthy bottom line is intricately linked to the well-being of their employees, customers, and communities. A case in point is Patagonia, a renowned outdoor clothing company. Known for its commitment to environmental and social causes, Patagonia has set an exemplary standard for incorporating the “People” aspect into its business model. The company’s initiatives, such as the implementation of fair labour practices and extensive employee benefits, not only enhance the well-being of its workforce but also resonate positively with customers. Planet: Environmental Stewardship for Long-term Viability The “Planet” aspect of the TBL emphasises environmental sustainability. With climate change and resource depletion becoming increasingly urgent issues, businesses are recognising the need to minimise their ecological footprint. Unilever, a multinational consumer goods company, is a notable example. Unilever has committed to making its entire product line more sustainable, with initiatives like reducing waste and using environmentally friendly packaging materials. Through such efforts, Unilever not only contributes to the health of the planet but also taps into the growing market of eco-conscious consumers . Challenges in Implementing the Triple Bottom Line While the TBL framework presents an attractive model for sustainable success, it is not without challenges. Balancing the three dimensions can be intricate, and companies often face dilemmas in prioritising one aspect over another. However, addressing these challenges is crucial for the long-term viability of businesses in an era where consumers and investors are increasingly scrutinising corporate responsibility. Measuring Success: The Importance of Metrics To effectively navigate the TBL, companies need reliable metrics to measure their performance in each dimension. The Global Reporting Initiative (GRI) provides a comprehensive set of guidelines for sustainability reporting, offering a standardised way for businesses to communicate their economic, social, and environmental impacts. Conclusion In conclusion, the Triple Bottom Line provides a compelling blueprint for businesses to thrive in the 21st century. By balancing profits, people, and the planet, companies can create long-term value, enhance brand reputation, and contribute positively to society and the environment. The examples of companies like Patagonia and Unilever showcase that embracing the TBL is not just an ethical choice but a strategic one that can lead to sustainable success. As we move forward, it is imperative for businesses to integrate the TBL framework into their core strategies, fostering a new era of responsible and resilient enterprises. The Triple Bottom Line is not just a trend; it’s a paradigm shift that is shaping the future of business. 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Discover how to enhance workplace communication skills using DISC personality assessments. Learn strategies for self-awareness, empathy, active listening, and effective collaboration to create a more productive and harmonious work environment. High-Performance Culture & Talent Human Resources & Talent Development Improving Workplace Communication Skills with DISC Personality Assessments Unlock Effective Communication Strategies with DISC Insights for a More Collaborative and Productive Workplace Published on: 28 Nov 2024 Enhance your workplace communication skills by leveraging tools like DISC personality assessments. These assessments can help you identify areas for growth, encourage seeking feedback, and practice communication strategies that work for everyone in your organisation. Why Communication Skills Matter at Work Research shows that 42% of all workers are in roles where communication skills are more crucial than analytical, mechanical, or managerial skills. This means that, for a vast number of people, their ability to communicate effectively is far more important than their technical expertise. Telephone communication skills , for example, are essential for building relationships and resolving issues efficiently. However, learning and development strategies often neglect to prioritise communication improvement. Using DISC for Better Communication DISC personality assessments can be powerful for enhancing communication, teamwork, and collaboration. The DISC model categorises personality traits into four primary styles: Dominance, Influence, Steadiness, and Conscientiousness. Understanding these styles helps employees develop self-awareness and appreciate how others prefer to communicate. With this knowledge, you can tailor your communication to different styles, reducing misunderstandings and fostering better interactions. DISC also promotes empathy, as you start to value the strengths and working styles of your team, improving overall dynamics. Defining Communication Skills Communication skills are a broad set of abilities, including verbal and non-verbal communication, listening, and negotiation. They involve any method we use to convey information and engage with others. Effective communication requires adapting your style based on context—how you communicate with a manager may differ significantly from how you interact with a colleague. Categories of Communication Skills Verbal Communication : Clear and concise speech to convey information. Non-Verbal Communication : Body language, facial expressions, and tone. Listening : Active engagement to fully understand and respond to others. Negotiation : Finding mutually agreeable solutions to issues. Conflict Resolution : Navigating and resolving disagreements constructively. The Impact of Communication Skills at Work Strong communication skills are essential in professional settings. They improve teamwork, reduce friction, and lead to more productive relationships. Regardless of your position, the ability to communicate well can accelerate your career by making you a more effective collaborator. Even in technical roles, communication remains critical, particularly when interacting with colleagues, clients, or stakeholders. Leaders, in particular, benefit from strong communication skills. Clear, empathetic communication can improve team morale, foster engagement, and create a sense of shared purpose. Moreover, these skills extend beyond work, enriching your relationships with friends and family. Communication Skills and Workflow Efficiency Developing effective communication skills is vital for creating smooth workflows. Clear instructions, active listening, and open dialogue can streamline processes and foster trust within teams. Just as detailed procedures improve operational efficiency, consistent and transparent communication reduces errors and enhances team performance. Top 10 Communication Skills for Workplace Success Emotional Intelligence : Manage your emotions and recognise their impact on others. Humility : Show respect by acknowledging both your successes and those of your peers. Empathy : Understand and connect with the perspectives of colleagues. Active Listening : Be present and engaged to minimise misunderstandings. Authenticity : Communicate honestly to build trust. Non-Verbal Awareness : Recognise that body language often conveys more than words. Clear Language : Use precise words to avoid confusion and enhance clarity. Conflict Resolution : Tackle issues constructively, focusing on solutions. Collaboration : Work cohesively with others to maximise team potential. Recognition : Regularly acknowledge the efforts of colleagues to boost morale. Steps to Improve Your Communication Skills Take a DISC Assessment : Identify your communication style and learn how to adapt to others. Seek Feedback : Understand how your communication impacts others and align this with your DISC profile. Reflect Regularly : Analyse past interactions and consider how to improve. Invest in Training : Participate in workshops that focus on interpersonal communication, tailored to your needs. Stay Consistent : Practice your skills daily to make effective communication second nature. By improving your communication skills, you can build better relationships, streamline workflows, and contribute to a more harmonious and productive workplace. 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

Your Ikigai is the intersection between what you are good at, what you love, and what you value. High-Performance Culture & Talent Human Resources & Talent Development What is Ikigai and how can Ikigai Improve Your Life? You can define your Ikigai as the intersection between what you are good at, what you love, and what you value. When all three of these factors align and are congruent, you will likely have discovered your Ikigai. Published on: 1 May 2025 Is it possible to find your zone of brilliance using Ikigai? How do we use Ikigai to create a life where we’re firing on all cylinders? Even more important, can we get paid to live passionately in that state of brilliance? What is Ikigai? In some parts of the world, the average lifespan is longer than in others. In his research, Dan Buettner dubbed these regions “Blue Zones.” Japan and Okinawa, in particular, are such regions. The key to maintaining health and vitality among Okinawa residents is having a ‘goal’ in life: Ikigai. ‘Ikigai’ is a Japanese concept combining the terms iki, which means “life,” and gai, which means “benefit.” Besides eating habits (including green tea) and living environment, this Japanese concept is essential for ageing healthily and living long and happy. While going through a difficult time, your ‘Ikigai’ keeps you looking forward to the future. But Ikigai is more that just finding your zone of brilliance, your venn-diagram of purpose, it’s about feeling a part of your community. It’s knowing that your work, your life every day isn’t just helping you but the wider community that you are a part of. History of Ikigai Ikigai means your ‘reason for being.’ Your Ikigai is your life purpose or bliss. It brings you joy and inspires you to get out of bed daily. Hasegawa believes that the word Ikigai originates from the Heian period (794-1185). “Gai comes from the word kai, which means shell in Japanese. From there, it evolved into the word Ikigai, which means value in living.” Okinawa is a Japanese island south of the mainland. The island has the world’s highest proportion of people over 100 years old, and Ikigai plays a significant role in Okinawan culture. In 2009, Dan Buettner gave a TED Talk about his research on the Blue Zones—this officially catapulted Ikigai into mainstream popularity. “Japanese dictionaries define Ikigai in such terms as Ikiru Hariri, yorokobi, meate (something to live for, the joy and goal of living) and ikite iru dake no neuchi, ikite inu kōfuku, rieki (a life worth living, the happiness and benefit of being alive). A life without Ikigai lacks passion, purpose, usefulness, and fulfilment. Can we put that off until tomorrow? Whenever you live a life of purpose, you wake up happy and excited to be alive. What’s your honest assessment; do you bounce out of bed each morning? Did you sleep the night before feeling at ease and grateful? Why is Ikigai so relevant in today’s world? The West identifies our passions as what we love to do, while Ikigai also emphasizes doing something we love within a group and fulfilling a role that benefits that group. For example, A fisherman’s Ikigai might be to hone his craft so that he can help successfully feed his family. In some cases, an Ikigai may be the gift of wisdom that a grandmother imparts to the young generation, whereas for other people, it might be directing the church choir every week. Ikigai is sometimes compared to happiness in the West, but they are not the same. As opposed to finding happiness in some final goal that promises bliss, ikigai refers to finding happiness in daily activities. The concept encompasses finding meaning in the smallest things in life. An individual’s Ikigai gives them a reason to live even when they are miserable at the moment. Victor Frankl wrote about this in his epic book, ‘Man’s Search For Meaning.’ In other words, one can still experience their Ikigai during times of hardship or suffering. It fosters resilience. Look around you, and you’ll notice that everyone is running behind something. Someone’s running behind money, someone’s running behind a materialistic lifestyle, someone’s running behind toxic relationships, and the list goes on. But is anyone truly happy? Are you happy and satisfied even if you have all the riches you desire? The answer for most of us is a no, and that’s the sad reality. Stress doesn’t end there. Many people in the country put in long hours at the office, governed by strict hierarchical rules. Overwork is common, and the last trains home on weekdays around midnight are always crowded with suit-clad commuters. As soon as we reach our goals, we start to chase something new. The more we focus on staying busy, the more we stop giving time to ourselves and the people around us. This applies to every aspect of our professional and personal life. But how do they manage everything? This may be a result of what the Japanese call Ikigai. How do you prepare yourself for Ikigai? Preparing yourself for Ikigai means you shape your mind and vision of the world & life itself so that it’s conducive to adopting Ikigai. You don’t want to be “pearls before swine,” so you reject the amazing results Ikigai’s influence could provide. Do you think you can offer something special? Do you think it’s OK to get paid for providing a service? Do you know what life is like when you’re always “going with the flow?” Do you care to live your life on a mission? Ikigai is about firing on all cylinders. It’s like being high all the time. You have so much energy and no brain pain surrounding your daily activities. You’re in the mood to squeeze and crush everything about life. Ikigai is about being efficient. You’ve lived an entire life up until now, and there’s no use in throwing it away. Ikigai is about utilising everything you’ve acquired up until now in your favour. The skills, ideas, mindsets, inventions, goals, and accomplishments that are already a part of your life can be mastered for your happiness and utilised for the benefit of others. What can your Ikigai help you to do? Design your ideal work lifestyle Build strong social connections at work Maintain a healthy work-life balance Pursue your career dreams M ake work enjoyable When you know your Ikigai and understand its meaning, you’re aligned with the work you’ve longed to do and the work the world needs you to do. What brings you Ikigai? Meiko Kamiya did not just popularize Ikigai in Japan. Several researchers (including professor Hasegawa) have used her findings to try and understand the true meaning of Ikigai. In Kamiya’s works, she argues that each person has a specific focus for their Ikigai. It can be related to the past, present, or future, and it can include a variety of things, such as: Observations Memories Well-being Interests Friends and family Social responsibilities Events in the future Intuition A person’s Ikigai can be fueled by any of these, leading to several positive feelings of life satisfaction: Realization of one’s self and willingness to live Fulfilment in every aspect of life The desire to live The feeling of being alive A feeling of control We call these feelings Ikigai-kan. In the West, we’re often driven by similar motivational forces that we’re not always aware of. It is common in Japanese culture to connect happiness and well-being to the Ikigai, finding meaning and staying strong in the face of stressful everyday situations. Often, the Japanese can be credited with their endurance, discipline, and determination based on their self-defined Ikigai. How do you find your Ikigai? You can define your Ikigai as the intersection between what you are good at, what you love, and what you value. When all three of these factors align and are congruent, you will likely have discovered your Ikigai. Try to recall when you lost track of time while doing something and forgot to eat lunch or dinner because you were so engrossed in it. It is commonly referred to as being in the “flow.” When you focus on tasks that seem to “flow” to you, you are more likely to discover your Ikigai and deepen your connection to it. Life will become more meaningful and enjoyable for you. Having identified your meaningful tasks, you must then take the additional step of incorporating more of them into your life. It won’t just happen on its own; it requires you to take action. As part of this process, you should also eliminate some things you are not good at or prefer not to do. This does not mean you should eliminate all the things you don’t like (for example, some people don’t like brushing their teeth, but they have to do it). However, it does reduce the number of meaningless tasks. Delegating these “meaningless” tasks to others allows people to devote more time to their Ikigai. When you identify your Ikigai, you will be able to see the bigger picture and approach even mundane tasks with more purpose. Researching and writing blogs are very meaningful to me. When researching for a new podcast, I often experience “flow” and lose track of time. However, I have also learned that writing a script, proofreading it, and cross-checking the facts are necessary to record an episode that my listeners like and can benefit from. But, these necessarily are not my favourite things to do. Identifying your Ikigai can not only help you live a more fulfilling and meaningful life but also help you live longer and healthier. It makes sense when you think about it: a person is more likely to get up in the morning with vigour if he knows he will get better at his job, be happier, and make a difference in the world. You are more likely to take better care of your health if you have a sense of purpose in life. In his 2017 book, The Little Book of Ikigai: The Essential Japanese Way to Finding Your Purpose in Life, Tokyo-based neuroscientist, writer, and broadcaster Ken Mogi argues that no matter what you do, whether you’re a cleanser on the Shinkansen bullet train, a mom of a newborn or a Michelin-starred sushi chef if you find joy and satisfaction in what you do and are good at it, you’ve found your Ikigai.” If you feel like you’re struggling, Garcia suggests you “gain awareness of the current status of your life.” Do this to find your Ikigai Make a list of the top 10 things you have done this week. After writing them down, ask yourself if those things add purpose to your life. You can subdivide it by asking yourself four questions: Is it something that I love doing? Is it something the world needs? Is it something I’m good at? Is it something I can get paid for? If it’s not something you can get paid for, is it something you can get paid for as a good trade-off for financially supporting your Ikigai? If this all feels too cemented, and you have trouble committing, don’t sweat it. Research has uncovered that just like music, taste, fashion, and opinions, a person’s Ikigai can change and morph with age, so chances are they need a semi-regular checkup. Maybe in the second half of 2022, you’ll spend time refocusing the goals you’ve been ignoring and embracing the larger picture: Finding your Ikigai. 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

Businesses invest billions into learning and development, with little ROI. A better understanding of L&D can help create more effective L&D strategies. High-Performance Culture & Talent Human Resources & Talent Development What is Learning and Development (L&D)? Businesses invest billions into learning and development, with little ROI. A better understanding of L&D can help create more effective L&D strategies. Published on: 12 Aug 2021 Worldwide, companies pumped £258 billion into learning and development. Despite this investment, research suggests corporate learning and development strategies aren’t delivering the desired results. A whopping 75% of managers are dissatisfied with their companies L&D function. Moreover, 70% of employees report that they don’t have the mastery of skills necessary to do their job and only 12% of employees apply new skills learned in their role. What businesses need is an increased understanding of learning and development, it’s purpose and benefits, alongside L&D methods to implement a successful learning and development strategy that can help increase knowledge, improve behaviours and develop skills across the company. What is L&D? Let’s start with the obvious. Learning and development is an all-encompassing term that describes all the activities a business does to encourage professional development for employees. This can be in a systematic process, like a learning and development strategy, as well as via informal activities. Learning, training, development and education in a corporate context are often used interchangeably. But there are some key differences between these concepts. Learning and Development Definitions Learning: Learning refers to the acquisition of knowledge, skills and behaviours. This can be through education, training, experience and so on. Training: Training refers to teaching applicable knowledge, skills and behaviours to be used for a specific role. For example, a customer phone agent may have a specific training course on call ownership . This training is targeted to help deliver better performance and outcomes. Development: Development refers to learning long-term as a process of continuously deepening knowledge, skills and behaviours. This development is often aligned with individual development goals alongside the goals of the organisation. For example, a new starter may develop into a more senior position through training and learning through experience. Education: This is the most formal means to broaden knowledge and skills. It is not as specific as a dedicated training course, but can help open doors to new opportunities. For example, someone looking for a career switch from customer service to operations management may undertake a degree in business administration. Organisational Learning and Development Framework The learning and development framework of one business may look completely different to another. L&D in larger companies is highly structured and led by HR, or even a dedicated learning & development team. HR or the L&D team implement a dedicated L&D strategy which will focus on identifying specific training needs across all employees, often provided through online programmes or dedicated training providers. In the largest businesses with layered organisational hierarchies, L&D will also focus on management training to develop leadership skills for different levels of management focusing on areas like developing emotional intelligence and understanding intrinsic motivations. On the other end of the scale, for SMEs, learning and development may be a less formal process with less structure, often due to resource constraints. There may be a smaller or outsourced HR department, so the L&D strategy may be led and implemented through another role, like the operations manager or chief operating officer. Learning and development at SMEs is often not through formal training procedures. Though on the face of it, this may sound like a negative, it’s actually one of the perks that draws many employees to working for SMEs. In many SMEs, especially start ups, smaller teams mean employees are often working far outside their skill set. They’re learning on the job or learning through peers. It’s what’s known as social learning and it’s a form of continuous learning. This is the type of learning that happens without employees even realising it as they’re continuously developing their skills and behaviours through their experiences and relationships. This type of learning can offer much faster development than many formal processes within larger companies offer. Of course, social learning isn’t the only type of L&D available at SMEs. Some other popular SME L&D processes include: Personal development plans Peer training such as shadowing Individual L&D budgets Why is Learning and Development Important? Learning and development has obvious benefits for companies. As a bare minimum, the most obvious benefit of L&D is that ( in theory ) employees are better equipped to perform their role. The reality is the benefits of learning and development extend far beyond this. 93% of employees say they’ll stay longer at a company that invests in their career development. This means learning and development can help companies retain the best talent for their organisation and decrease employee turnover. When you consider that the average cost of turnover per employee earning £25,000 a year or more is £30,614 , decreasing employee turnover sounds a lot more appealing for the bottom line. Investing in learning and development can have big benefits for your bottom line too. Businesses that spend at least £1080 per employee report 24% more in profit than businesses with smaller L&D budgets. Similarly, an IBM study reveals well-trained teams increase their business productivity by 10% on average . This is due to the increased employee engagement from investing in employees’ wellbeing. L&D is important to employees too, especially for millenials. Gallup research reveals 87% of millennials cite learning and development in the workplace as important to them. This matters because they now make up 50% of the global workforce . Engaging and retaining these employees is key to success. The benefits of L&D trickle down not just to employees and businesses, but to customers too. Businesses that invest in learning technologies report a 16% increase in customer satisfaction. Perhaps most importantly, learning and development helps build a better company culture. Think about every successful company, from Google to Apple. These businesses support a culture of continuous improvement , in which learning and development plays a vital role. Learning and development is at the heart of the company, as part of the core values, making it a learning organisation and a better, more productive and engaging place to work, aiding business performance through improved execution and directly impacting the bottom line. Learning and Development Methodology As we mentioned above, L&D strategies look a little ( or a lot! ) different in every business. As such there have been many learning and development methodologies developed to aid businesses. The Learning and Development Cycle A popular L&D methodology is provided by the Pedagogical Analysis model. This model starts by assessing the current organisational knowledge, skills and behaviours. From here, goals and objectives are identified and the corresponding learning methods and processes are developed. These methods and processes are monitored and outcomes evaluated to assess where the learning and development process can be improved, providing a continuous learning and development cycle. So the L&D cycle breaks down into four steps: Analysis of current needs Define learning objectives Identify learning methods and activities Monitor, evaluate and improve The first step in particular is vital for businesses to see better outcomes from L&D strategies. If you have no idea of the current knowledge, behaviours and skills within your business, how will your L&D strategy benefit the business? You need to understand the current behaviours, skills and knowledge within the business to identify the future behaviours, skills and knowledge that can improve your business performance. These need to be relevant and specific to give learning and development a clear, measurable goal. With a specific goal in mind, you can identify the exact activities that will help you reach that goal. For example, you might identify that the customer service experience is inconsistent due to a lack of consistent behaviours and knowledge. From here, you can set a specific goal to improve your customer satisfaction by 10%. To reach this goal, you could implement a mix of learning activities such as peer shadowing, micro learning and learning technologies to help customer service staff increase their knowledge and better understand the behaviours necessary for a consistent customer service experience. You’ll monitor these activities as they go to ensure they are achieving the desired results. You can measure this through analytics, but also by simply asking for feedback from employees to make sure they’re finding the L&D activities engaging, helpful and practical. 70/20/10 Organisational Learning Model The 70/20/10 organisation learning model is another popular approach, developed by McCall, Lombardo and Elchinger. The model functions as a general L&D framework organisations can use when developing learning and development processes and is used across many businesses. Part of it’s appeal is its simplicity. The 70/20/10 model says that 70% of learning comes from learning by doing or work-based learning. This is the informal learning we mentioned earlier on where employees learn through experiences, particularly when tackling new tasks or more challenging projects. The following 20% of learning comes from social learning from relationships at work. Employees learn from each other through peer coaching, collaborative working, peer mentoring and so on. This type of learning has short, informal feedback loops in the form of peer feedback and happens naturally through regular interactions. The final 10% of learning comes from the more formal processes associated with learning and development such as educational courses, training programmes and learning technologies. The popularity of the 70/20/10 model comes down to the fact that for many workplaces, this represents a realistic image of what learning and development looks like day to day. However, the 70/20/10 model isn’t without its critics, particularly in academic circles. Claurdy states there is no quantitative evidence for the 70/20/10 model, while Lowenstein and Spletzer conclude that while formal and informal training may be complementary, from their research, formal training may have higher returns and create more value for businesses. Learning and Development Effectiveness: Bloom’s Taxonomy One of the issues with the 70/20/10 model in particular is that it doesn’t take into consideration the effectiveness of learning and development strategies. Bloom’s Taxonomy was originally created as a framework to classify different academic educational objectives and was later revised by Pohl to be more relevant to all types of learning, including within a corporate setting. The taxonomy is based on the belief that learning must begin with basic foundational knowledge, before progressing to more complex skills like critical thinking and evaluation. As such, it works in a hierarchy, giving a framework for learning development. The different levels are: Remember Understand Apply Analyse Evaluate Create As you can see, Bloom’s revised taxonomy begins with memory recall, progressing to understanding knowledge, applying that knowledge and eventually using that knowledge to analyse, evaluate and create. The taxonomy can help businesses in assessing what level of knowledge and skill employees possess to better identify learning methods and processes, as well as to evaluate the effectiveness of existing learning and development processes. Learning and Development Processes, Activities and Methods Learning and development processes, activities and methods are the means to execute your learning and development strategy. They’re how you achieve your goals. There are many methods of learning in business, some of which we’ve already touched upon, but we’ll cover some of the more popular ones. Coaching and Mentoring Both coaching and mentoring focus on developing skills, knowledge and behaviours through bespoke training, often in a one on one setting. For both, the coach or mentor takes the lead and drives the learning process, while the mentee or coachee follows and learns. Lectures, Seminars and Webinars These are a more formal style of learning, where interaction is often inhibited, particularly for lectures and seminars. These focus on developing skills, behaviours or knowledge in a particular area, as opposed to the more bespoke training above. Discussions and Debates These are a highly interactive and collaborative method of learning. Groups are set and given topics to discuss and explore together. This type of peer learning can be great at helping to expand knowledge and examine different perspectives and behaviours. Individual budgets This is a more modern approach to individual learning and development that many companies are now trialing. Each employee or team gets their own budget to dedicate to their learning and development however they see fit. Businesses can see great results from this method as it empowers employees to take control of their own self-development. Gamification Gamification is another modern learning and development method. This is the process of applying game mechanics to a non-gaming environment. These mechanics include common features of games such as leaderboards, points, levels and so on. The reason gamification is increasingly popular in learning and development is because of the science behind it. Gamification releases neurotransmitters like dopamine, serotonin and endorphins, which make us feel good. It taps into the intrinsic motivations of learners, because of this gamification can increase engagement considerably. Job Shadowing Job shadowing shouldn’t be confused with mentoring. Most often, mentors are within the same team or department as the mentee. For job shadowing, the employee works with another employee with a different experience from them. This can help employees learn a range of new skills, behaviours and knowledge. For example, an employee in marketing could shadow an employee in aftersales. They’ll gain a better insight of the customer experience across the business, as well as the behaviours necessary to work within that role and how they might apply these behaviours to their own role. Learning and Development Challenges If you recall back to the introduction, we pointed out that despite the great benefits that come from learning and development strategies, research suggests many businesses are struggling to get it right. For example, only 25% of respondents in a McKinsey survey said that they believed training measurably improved performance and that most companies do not bother tracking their returns on learning and development activities. Many of these challenges come down to learning and development strategies overlooking biological realities and human nature, ultimately investing huge budgets into programmes that don’t work. The Psychology of Learning and Development Think back to the last thing you learned, why and when did you learn it? Chances are it was when you needed to and you immediately applied that knowledge. This is because people learn best when they have to learn and when that learning is relevant and useful for them. Your employees are no exception to this rule. Applying learning to real world situations helps develop foundational knowledge into applicable knowledge. Psychologist Edwin Locke actually laid the groundwork for this back in the 1960s in his goal setting and task performance theory. His research proved decades ago that clear goals and appropriate feedback are clear motivators for employees, citing five key factors for learning success: Clarity Challenge Commitment Feedback Task complexity Utilising these factors can increase learners’ motivation and help target learning to be more relevant. Another challenge comes in the form of memory, because as it turns out, human brains just aren’t that good at retaining knowledge that isn’t applied. This is known as the forgetting curve. Research by Hermann Ebbinghaus revealed that within one hour of being presented with new information, people will have forgotten an average of 50% of that information. Within 24 hours, this moves up to an average of 70%. Within a week, this figure is an average of 90%! This shows how quickly our brains forget what we don’t use and further emphasises the point that learning must be incorporated into work to retain it. Psychologist Cecil Alec Mace proposed spaced repetition to tackle this. This refers to spreading out learning over a period of time, as it takes advantage of the psychological spacing effect. His study revealed utilising spaced repetition helped participants recall around 80% of what they learned after 60 days — a considerable improvement on the above figures! Learning and Development Solutions: Lean Learning So if the status quo of current learning and development strategies don’t work, what’s the solution? One proposed solution is what’s known as lean learning. This is based on principles from Toyota’s famous lean manufacturing system including: Using effort only when necessary Cutting waste Improving outcomes Creating a continuous process Lean learning therefore can be explained in similar, simple, steps: Learning the core of what you need to learn Applying that learning immediately Receiving prompt feedback and refining your understanding Repeating and improving the cycle The lean learning framework gives organisations the adaptability necessary for a modern business and avoids many of the psychological pitfalls mentioned above. Learners are only learning what they need to; whether that’s a new skill, better understanding behaviours necessary to perform their role or developing knowledge to improve their performance. There is no wasted time or effort in learning something that won’t aid them. This learning is then immediately applied. This moves the knowledge from foundational to applicable knowledge, aiding learner retention. From here, prompt feedback allows employees to refine their learning and deliver improved business outcomes. There are some particular learning and development methods that go hand in hand with lean learning, including guided learning, peer learning, micro learning and personalised learning. Guided learning avoids the issue of learning at the wrong time. Training at specific intervals can decrease engagement and effectiveness. Instead, guided learning is a form of continuous learning. It often comes in the form of learning technologies that intervene with contextual, personalised learning pop ups throughout an employees’ work week. In other words, the technology intervenes at the point where new knowledge could be helpful and immediately applied. Peer learning is another powerful method that considers human behaviour. 55% of employees ask a colleague for help learning a new skill. Utilising this behaviour in a learning and development strategy through peer learning supports lean learning principles. Businesses can connect employees by matching employees who are willing to teach certain skills with colleagues who want to learn them. Micro learning is another learning and development method to keep employees engaged and to keep learning manageable. Short, digestible chunks of learning are offered, ideally exactly when they’re necessary so they can be immediately applied. Of course, even with lean learning, businesses must still take into consideration the inherent differences between people. Different learning styles and motivations must all be taken into consideration for a successful learning and development strategy that offers personalised content adapted to each team or individual learning motivation, delivery method and need. When it comes to the continuous improvement of learning and development strategies, businesses need to focus on measuring the right outcomes. So often, learning and development strategies either aren’t measuring outcomes at all or they’re measuring outcomes that don’t align with business performance. For example, many learning and development teams focus on L&D metrics like the amount of modules completed, pass rates, participation rates and so on. However, these L&D metrics don’t tell businesses much about the effectiveness of their learning and development strategy like how learning is impacting employee performance or productivity. Instead, businesses should monitor metrics that provide a deeper insight into the success of learning and development strategies as it relates to business outcomes. This could include a mix of quantitative and qualitative metrics like operational efficiency, employee engagement and learner feedback. Developing a Bespoke Learning and Development Strategy for your Business As you can see, there is no one size fits all when it comes to learning and development, though there are some key characteristics for a more effective learning and development strategy. Learn more about how to create a learning and development strategy that will aid better performance in your business. 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