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“Business is like a game of snakes and ladders,” says Dr Simon Biltcliffe, founder and executive chairman of Webmart, the on-and-offline marketing agency. He has some ideas about avoiding the former.
A conversation with Andrew Aalders-Dunthorne reveals that the chief executive of Consortium Trust isn’t all he seems. Which is a good thing.
“When a company is doing a cost-benefit analysis of an investment in new IT, does it really factor in enhancing the customer experience? Adam Hooper, ops director of Martin’s Rubber has his doubts.
“Having a sense of purpose is very much about the heart beat of an organisation – and if you get it right, everything is more likely to fall into place.” Mike Wilson, managing partner of Blake Morgan talks about putting words into action.
“Technology is equally exciting and daunting. It’s whether your outlook is to see that as an opportunity, a positive challenge. And technology moves so quickly, we haven’t really seen the start of it,” says Mark Bramwell, chief information officer at Said Business School, University of Oxford.
While he cedes that measuring the efficacy of values isn’t straightforward compared to say KPIs, Sean Taylor, chief executive of Redwood Technologies Group says you can certainly monitor them.
“Values represent what we want to be famous for,” says Tony Clark, founder and chief executive of NextWave Consulting. “They can’t be arm’s-length and they have to serve a purpose, which is to enable a business to achieve its vision, to be able to scale effectively.”
Why an orchestra changed its tune when faced with unexpected adversity.
“What technology should do is flag a problem and prompt the company to pick up the phone,” asserts Lewis Mansell, MD of specialist staff agency Mansell Recruitment Group. “Technology can still provide a hiding place from the outside world.”
“We know that more new technology is coming, but what will it look like?”asks Claire Johnsen, head of ESG and innovation at Hallmark Luxury Care Homes.
Building a business in a brutally crowded marketplace.
After fifteen years of working as a contractor Stuart Mackrell realised something was missing. And he realised what he had to do about it. Eventually.
And why a chief executive of a tech company has to be prepared to be a cheerleader. Phillip McGriskin explains.
The almost forgotten artist from a famous family
