In the Media 

In the Media

Aligning Strategy with Performance Management

02/09/2017 – Written by Paul Connolly, Director of Strategy & Digital Transformation and Danielle Oliveira, Senior Consultant

There is a view shared by Executives that “strategy is still locked in the cupboard and treated like a closely guarded secret”. Unfortunately, for many strategy is still being treated as an annual tick-box activity, treated as a secret never to be shared, and frequently poorly communicated to the organisation. Whilst the first success factor for strategy execution is leadership, the second and third are Communication! And Communication!

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Innovation & Continuous Improvement: Cultural Imperative or Functional Objective?

11/04/2017 – Written by John Brodie, Director

Innovation and Continuous Improvement (CI) regularly form part of business strategies, only to be delegated to the level of an initiative that is held and led by a specific function within an organisation. The challenge with this is that both are based more on how people “behave” and “think” rather than on the adoption of a particular methodology e.g. LEAN or AGILE, or the establishment of a particular forum. Organisations that are recognised as innovative or exceptional at driving continuous improvement have this embedded in the cultural DNA, not in a process or function.

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Establishing Agile Leadership Practices: Equipping leaders to deal with fast and continuous change in a digital economy:

14/03/2017 – Written by John Brodie, Director and Trevor Jamieson, Associate Director

Many of our clients are in different phases of implementing agile ways of working, running and leading their businesses. This is driven by a growing acknowledgement that traditional ways of managing, defining strategies, and developing innovative solutions are not meeting the demands of a world where uncertainty and continuous change are the new normal.

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Hear Your Customer

01/02/2017 – Written by Ben Nathanson, Senior Manager

In the Telecom 4.0 world we are approaching, technology, networks, equipment and reach will not be the real differentiators. Nimble empathetic customer centric organisations, able to hear, understand and adapt service offerings to what their current and potential customers are saying will gain real competitive advantage. Viewed radically, there are only two types of telecommunications players – those who will understand this paradigm shift and are able to make the necessary changes to their mode of operation and those who will not survive.

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Telecom Evolution

09/02/2017 – Written by Ben Nathanson, Senior Manager

The coming telecommunication age will have a profound effect on how services are supplied and the nature of the user community. The Telecom 4.0 world will accelerate the move from a technology driven environment where value is derived from the network, to one in which income from network independent applications and services is the real currency. Traditional players will need to adapt to a market where competition comes not only from other operators but also from a plethora of niche players nimble enough to capitalise on market opportunities. Those Telcos that are unable to reinvent themselves as services integrators will find themselves marginalised or acquired.

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