Innovation to survive and thrive Part 2

By Tanya Hemphill

Part 1 of Tanya’s article can be found here

STAGE TWO

Once you have used these initial basic filters to find the strongest ideas, the next stage is to use a more in-depth filter to make decisions on the remaining ideas. Day (2007) recommends using a risk matrix. The R-W-W matrix is based to three key questions:

  • Is it Real?
  • Can we Win?
  • Is it Worth doing?

This is expanded into the following set of questions:


Is it
real?

Is the market real?
Is there a need or desire
for the product?
Can the customer buy it?
Is the size of the
potential market
adequate?
Will the customer buy the
product?

Is the product real?
Is there a clear concept?
Can the product be made?
Will the final product satisfy
the market?

Can we
win?

Can the product be
competitive?

Does it have a competitive
advantage?
Can the advantage be
sustainable?
How will competitors
respond?

Can our company be
competitive?

Do we have superior
resources?
Do we have appropriate
management?
Can we understand and
respond to the market?

Is it worth doing?

Will the product be
profitable at an
acceptable risk?

Are forecasted returns
greater than costs?
Are the risks acceptable?

Does launching the product
make strategic sense?

Does the product fit our
overall growth strategy?
Will top management
support it?

STAGE THREE

Once a few viable marketing innovation ideas remain, the next stage is to consider the risks even further. This is where conducting a pre-mortem is a useful tool. This helps organisations identify the possible failures of a project before they happen and mitigate risk by pre-planning so that those failures don’t occur.

The following pre-mortem exercise has been adapted from Gray et al. (2010).

Activity
Step 1Imagine we are two years in the future.
Things have gone completely wrong.
What could have caused this? Generate a list of all the reassons failure occurred.

Step 2List all concerns and rank them to
deterimine priority
Step 3Address the 2 or 3 items of greatest
concern and list what actions you would
need to take to stop the issues
happening.

The list of risks and actions that need to be taken to mitigate the risk can be used as Critical Success Factors (CSFs) for an innovation or project launch.

Hopefully, this article has helped you think about the different types of innovation you can potentially pursue and how to evaluate the best route forward, using a systematic filtering process.

STOP PRESS -We are now recruting for cohort 5 of the Small Business Leadership Programme (free starts 30th March)

References

Day, G. (2007) Is it real? Can we win? Is it worth doing? Managing Risk and Reward in an Innovation Portfolio. [Online] Harvard Business Review. Available at: https://hbr.org/2007/12/is-it-real-can-we-win-is-it-worth-doing-managing-risk-and-reward-in-an-innovation-portfolio (Accessed 11 February 2021).

Fisk, P. (2017). Gamechangers: Are you ready to change the World? Creating Innovative Strategies for Business and Brands. West Sussex: John Wiley and Sons Ltd.

Gower, L. (2015) The Innovation Workout. Harlow: Pearson Education Limited.

Gray, D., Brown, S. & Macanufo, J. (2010) Game Storming: A Playbook for Inovators, Rulebreakers, an Changemakers. Sebastopol: O’Reilly Media, Inc.

Keeley, L., Pikkel, R., Quinn, B. and Walters, H. (2013). Ten Types of Innovation: The Discipline of Building Breakthroughs. New Jersey: John Wiley & Sons, Inc.

Osterwalder, A. and Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers and Challengers. New Jersey: John Wiley & Sons, Inc.

Free Small Business Leadership Programme – starts end of March

Supporting SME leaders to create resilience and manage uncertainty in 2021 and beyond

Access free ideas, guidance, peer & 121 support to help your business to manage the uncertainty of steering through the pandemic and impacts of Brexit for up to TWO leaders in your business.

Staffordshire Business School is supporting regional business by delivering free training in leadership and management to provide exactly what business needs most to build a resilient future.

This is cohort 5 of the SBLP and the positive impacts of previous cohorts are being felt across the region. Here is what Rhys from XP VR thought of the course

Why choose to be part of the Small Business Leadership Programme?
▪ Make your business more resilient
▪ Boost business performance and growth
▪ Create an innovative and agile organisation
▪ Recover from the impact of COVID-19
▪ Find solutions to the impact of Brexit
▪ Build leadership skills, confidence and effectiveness
▪ Plan for a solid future for your business
▪ Build lasting relationships with small business leaders
▪ Improve risk management and efficiency

When does the course start?
Tuesday the 30th March 2021 (1st webinar at 3pm)

If you would like to have a chat about the course then please email one of our experienced Entrepreneurs in Residence with your phone number and they will call you back,

Jane Pallister – Jane.Pallister@staffs.ac.uk
Emily Whitehead – emily@staffs.ac.uk
Jonathan Westlake – j.c.westlake@staffs.ac.uk

Here’s what another business thought of the course: Geoff Barton, General Manager of Canalside Farm in Great Haywood near Stafford said: “It’s allowed me to connect with other businesses, and I’ve learned much and managed to strengthen a few knowledge gaps and boost my handling of the business during these unique times.”

What’s involved?
Eligibility requirements
▪ Your business must be a Small or Medium-sized Enterprise (SME) based in England.
▪ Your business needs to employ between 5 and 249 people and have been operational for at least one year
▪ The participant should be a decision maker or member of the senior management team within the business with at least one person reporting directly to them.
▪ The participant must be able to commit to attending the full programme


Time commitment
The programme is designed to be manageable alongside full-time work and furloughed staff can join the programme.

Participants will attend 8×90- minute webinars across ten weeks, and complete up to 2 hours of independent development and peer-supported engagement per week.

Places are fully funded by the Government to support the resilience,
recovery and growth of SMEs during and after COVID-19. The programme
is completely free to attend but places are strictly limited.

Register Now
There are two ways to register.

  1. Email one of the Entrepreneurs in Residence as listed above and they
    will talk you through the process.
  2. Follow the simple instructions below (this takes 3 minutes) and we will
    be in touch:
    • Go to https://smallbusinesscharter.org/sblp-registration/
    • Choose ‘West Midlands’ from the pink vertical menu on the left
    • Scroll through the list of centres until you find Staffordshire University
    (start date 30th march) & click register

PLEASE NOTE: Your business can send up to two eligible delegates to this programme and delegates can be furloughed. Please do one registration for each person.

Free Leadership Programme to help businesses in 2021

Are you looking for free support, ideas and a team to talk to that will help your business through the pandemic, Brexit and beyond?

Staffordshire Business School is now delivering free training in leadership and management to help you and your business exactly when you need it most.

When does the course start?

We have two starting dates either:

 Tue 12th January 2021 starting at 3pm

Wed 13th January 2021 starting at 3pm

If you would like to have a chat about the course then please email one of our experienced Entrepreneurs in Residence with your phone number and they will call you back,

Jane Pallister email Jane.Pallister@staffs.ac.uk

Emily Whitehead email emily@staffs.ac.uk

Jonathan Westlake email j.c.westlake@staffs.ac.uk

Jonathan Westlake, Jane Pallister and Emily Whitehead ar ethree of our Entrepreneurs in Residence
Jonathan Westlake, Jane Pallister and Emily Whitehead are three of our Entrepreneurs in Residence

Two cohorts of business have already gone through the programme and here is what Kevin O’Mara of Advanced Journey Chauffeuring thought of the training

Why choose the Small Business Leadership Programme?

  • Make your business more resilient
  • Boost business performance and growth
  • Create an innovative and agile organisation
  • Recover from the impact of COVID-19
  • Build leadership confidence and effectiveness
  • Plan for the future of your business
  • Build lasting relationships with small business leaders
  • Improve risk management and efficiency

Eligibility requirements

To join the Small Business Leadership Programme:

  • Your business must be a Small or Medium-sized Enterprise (SME) based in England.
  • Your business needs to employ between 5 and 249 people and have been operational for at least one year
  • The participant should be a decision maker or member of the senior management team within the business with at least one person reporting directly to them.
  • The participant must be able to commit to attending the full programme

Your commitment

The programme is designed to be manageable alongside full-time work. Participants will attend eight 90-minute webinars across ten weeks, and complete up to two hours of independent study and peer-supported learning per week.Places are fully funded by the Government to support the resilience, recovery and growth of SMEs during and after COVID-19. The programme is free to attend, and places are limited.

Register Now

There are two ways to register. Either email one of the Entrepreneurs in Residence as listed above or follow the simple instructions below (this takes 3 minutes) and we will be in touch:

Go to https://smallbusinesscharter.org/sblp-registration/

Choose either North West (for 13th January start) OR West Midlands (for 12th January start) from the pink vertical menu on the left.

Scroll through the list of centres until you find Staffordshire University and the date you prefer & click register. There are some screen grabs in the document below if you need them

PLEASE NOTE: Your business can send up to two eligible delegates to this programme. Simply apply for each person.

Understanding the supply chain to build resiliency and manage risk

Marzena Reszka, Lecturer, Staffordshire Business School

Marzena Reska

Fast forward to the coronavirus crisis, whose humanitarian and human-livelihood costs are still rising, even as it also reveals supply-chain vulnerabilities that many small and medium businesses didn’t realize they had. As a result, building flexibility and resilience in operations has gone from one priority among many to business-critical. In this context, organisations need a new approach to manage supply-chain risk and build resiliency.

In the short term, the concern has focused on the shortages of critical goods or services.  In the long term many anticipate a renewed focus on better quantifying risks, with a mindset similar to buying insurance—by using probabilistic approaches, such as discrete-event simulation, and by redesigning business cases to include potential losses from a lack of resiliency measures. These responses represent a shift in business strategy, with companies showing more willingness to weigh the benefits of investments to navigate future risks against the potential fallout from failing to do so.

The current situations shows that there is need to a much deeper view of the supply-chain vulnerability and exposure to create effective mitigation and business-continuity plans.

Thus, there is a need to work more closely with suppliers to build more transparency through collaboration. However, collaboration is often viewed as a fraught territory, with supplier networks viewed as proprietary, and to create a more cooperative working environment can involve or require a deep change of mind-set. There is no need to disclose every detail to their suppliers, but to effectively perform network planning consider:

  • transparency of inventory levels,
  • capacity,
  • and flexibility

these can give a lens into potential bottleneck issues. The research suggests organisations should begin to tackle issues in a structured way, cataloguing and addressing known risks while improving the organisation’s resilience for the inevitable unknown risks that can become a problem in the future.

Supply-chain resilience requires a risk-aware culture to help an organisation establish and maintain strong defensive layers against unknown risks, as well as respond more quickly in the event of a severe crisis or operational threat. As COVID19 brought to light vulnerabilities in companies supply chains, building resiliency is not only a matter of awareness, but of setting an intent across the organisation, clearly communicating to the entire workforce, and taking tangible action to address the immediate and long-term risks.

Risk mitigation often has an associated incremental cost, and so it is important to align on which risks need to be mitigated and which can be borne by the organisation.

  Supply chain and risk are just some of the topics we are covering on a free course – the Small business Leadership Programme – sign up now.

The Small Business Leadership Programme is provided by Staffordshire Business School and is fully funded (free). Participants will develop strategic leadership skills and the confidence to boost business performance.

The course lasts ten weeks and the next two cohort start dates are

West Midlands 12th January  3.00-4.30pm

North West 13th January  3.00-4.30 pm

Register here https://smallbusinesscharter.org/sblp-registration

For more details see the website https://smallbusinesscharter.org/small-business-leadership-programme/

Contact Kat Mitchell if you would like a chat Kathryn.Mitchell@staffs.ac.uk


Sources:

‘’Supplying resilience through assessing diversity of responses to disruption’’, (2019), H.Kahiluoto, H. Makinen. (2019). https://www.emerald.com/insight/0144-3577.htm

‘’Supply chain resilience: the whole is not the sum of the parts’’, (2019),  M. Martins se Sa; P. Laczynska de Souza Miguel . www.emeraldinsight.com/0144-3577.htm

‘’Resetting Supply Chains for the next normal’’   2020  
A. Knut; R. Gupta; V. Trautwein                                                    

  ‘’Risk, Resilience, and rebalancing in global value chains’’, (2020), S. Lund; J. Manyika; J. Wotzel, E. Barribal; B. Krishnan; A. Knut; M.

Staffordshire Business School – Research update

Staffordshire Business School aspires to be a leader in making a real impact on business and society through research and innovation. Our team have successfully delivered many industry/business and government funded research projects and have extensive experience of leading large team projects including local, UK, EU and internationally funded projects. Many of our team members combine rich industry and practitioner experience with academic rigour in conducting world-leading research in the areas of entrepreneurship and innovation, digital transformation, environmental health etc. Here are some of the exciting research projects that researchers at Business School have been doing:


Austerity, Welfare and Work: Exploring Politics, Geographies and Inequalities

In his new book, Prof David Etherington provides bold and fresh perspectives on the link between welfare policy and employment relations as he assesses their fundamental impact on social inequalities. Drawing on international and national case studies, the book reviews developments, including rising job insecurity, low pay and geographical inequalities.

Environmental health inequalities resource package

Prof Jon Fairburn is the lead author of a recent World Health Organization publication. The publication is aimed at local, regional and national policy makers hoping to improve environmental health especially for deprived and other groups. Jon has been collaborating with WHO for over 10 years on this subject.

Covid-19 and Smart Cities – What’s Changed? Getting ahead of the Game

Prof Fang Zhao and her team have been conducting research and analysis of a range of changing scenarios of smart cities in post-Covid-19 and pinpoint the opportunities and challenges for businesses, city councils and universities. Their research focuses on strategies, tactics and digital transformation.

The Impact of COVID-19 on BAME Owned Businesses in the UK

The project led by Dr Tolulope Olarewaju is investigating the specific challenges that BAME business owners faced during the COVID-19 pandemic and lockdown, the strategies that they used to keep their businesses afloat, and how they engaged with financial and regional support. The project is funded by the British Academy.

People, Place and Global Order: Foundations of a Networked Political Economy

This book co-authored by Dr Andrew Taylor explores how the convergence of technology and globalisation is shifting value creation out of products and processes and into digital networks and, in the process, leaving many people behind. He is looking into examples and models of how people and place may flourish within global networks. 

Leadership typology reveals how smart city leaders prefer to tackle inequality

The research of Associate Professor Alyson Nicholds sheds light on how leaders, operating in different organisations, roles and sectors prefer to tackle inequality differently. Her latest writing draws on organisational concepts of leadership and philosophy to show the benefits this type of understanding can reap for society.

Entrepreneurs in Residence

Business School has recently appointed Entrepreneurs in Residence providing students and staff with hands-on experience in conducting research to spot business opportunities, conduct market analysis and better understand consumer behaviour, leading to business venture creation.

For more information and collaboration and partnership, please contact Prof Fang Zhao – Associate Dean Research and Enterprise at fang.zhao@staffs.ac.uk.

Support for micro & SME’s businesses: Survive and Thrive

Project leads: e:Prof Jon Fairburn @ProfjonFairburn and e:Kat Taylor @KatTayloruk

There are two parts to the Survive and Thrive project – a series of webinars and 1 to 1 business support. This project aims to support businesses in Staffordshire and the surrounding regions.

The webinars are designed to be interactive and resources to download during the webinars will be made available, as well as examples and the opportunity for chat and questions. If you are unable to attend the webinar then you can watch a recording.

Several of the webinars link to each other and we would encourage you to sign up for all of the webinars.

Practical Hints and Tips for Small and Micro-businesses occurred on Staffordshire Day (May 1st)Recording here

How to critically assess your business operation and ask really good questions in light of Covid 19 – 2pm May 21st Recording here

How to Create Clear Messaging & Develop Customer Relationships Online – 2pm May 28th Recording here

Strengthening your business and its future prospects: adapting your operations and supply chain management 2pm June 4th Recording here

Are you in the right place? How to connect to the right audience & analyse your performance 2pm June 11th Recording here

E-commerce 1: A fun, no techno-babble guide to having a go with electronic commerce! 2pm 18th June Awaiting editing

E-commerce 2:  A detailed navigation of the e-commerce strategy template introduced in the E-Commerce 1 webinar 2pm June 25th Recording here

How to manage your staff and their wellbeing out of the lockdown and beyond 2pm July 2nd Recording here

Introduction to advanced operations for key social media platforms 2pm July 7th Recording here

How to develop & integrate email marketing into your business 2pm July 9th Recording here

Managing change, risk and longevity – what does the future hold? 2pm July 16th

Register here

Applications for FREE 1 to 1 business support are NOW CLOSED (All businesses that are due to receive help have been contacted).

CONTACT INFO Prof Jon Fairburn or Kat Taylor

#SurviveandThrive #Staffordshire #Staffsbiz #Businesstips

Preparing for the New Normal – How accommodation providers in France are rethinking and adapting their services and what can we learn from this?

Paul Dobson, Senior LEcturer,Staffordshire Business School


It’s been a challenging, confusing and worrying time for most industries during this current Coronavirus Crisis. But the hospitality sector in particular stands to be one of the hardest hit as it struggles to contemplate how it can continue to trade successfully keeping social distancing in mind, coupled with a rapidly shrinking economy.  As part of Staffordshire Business School’s support to organisations I’ve been supporting the local and international hospitality sector and as the French businesses are ahead of us in coming out of lockdown I’ve noted some points to help prepare UK organisations.

After 2 months enduring some of the strictest lockdown controls in Europe, France is slowly opening up its economy and society. And the vast, hugely varied accommodation sector, which historically welcomes visitors across the world, is undergoing a rapid and radical revolution to ensure it can continue to attract customers in these unprecedented times.

The newly forced need to keep distance and natural sense of personal safety has fallen well into the hands of some of the self-catering sector. Private homes and villas, especially those that can offer generous outside space as well as little or no contact with others, have seen a huge demand since the 11th of May when the French Prime Minister officially declared that travel up to 100km was now permitted. The public, who have been largely “imprisoned” with massively limited scope to be outside their own homes since the middle of March inevitably have an overwhelming desire for a change of scenery. However, this is not a universal permission and policy, and restricted zones still exist across France, and indeed many local governments, even in the less-infected “green regions” are enforcing the continuation of heavy trading restrictions and forced closures of accommodation providers. But where these rules do not apply, the flood gates have opened and demand, all from customers within the 100km radius, has been significant. Also worthy of note is that the average length of stay has seen a dramatic increase for this time of year.

That’s not to say that this is return to normal times for these accommodation owners. French hospitality organisations have had a massive increase in questions about sanitation, personal responsibility and uniform industry standards on cleanliness and contact that the UK accommodation businesses will need to be prepared for when lockdown restrictions are relaxed. As of today, these restrictions haven’t been totally clarified in France, and only “best practice” guides from local tourism authorities exist online. Some of the leading booking platforms and websites for this sub sector are advising “safety gaps” between customers of, for example, 24 hours to allow any surfaces to become less likely to cross contaminate in the future. What is apparent from discussions with French hospitality businesses is that there is an increased desire for customers to have  “direct online contact” with the service rather than through  online booking platforms.  This could be a welcome shift in attitude as this not only allows peace of mind for the customer, but also less commissions for the business owner to pay to the booking platforms which have come under much public criticism and scrutiny of late because of their high charges. One of the French businesses I’ve talked to has had an 800% increase in Facebook messages, their analytics has shown an increase in both mobile and desktop visitors to their website and the number of emails has increased by over 200% compared to last year.

The B&B (Chambres d’hote) and Hotel sector have reported an uphill challenge. With a mix of different guests under their roofs, all with potentially varying attitudes to respecting the new government guidelines, this poses a significant threat to their short- and medium-term existence. However, those that can offer genuine space, especially outside, have a clear advantage over those that cannot. Going from one restrictive box to another isn’t likely to be a great draw for the new discerning needs of the Covid-19 era traveller.  Forced confinement has brought about a new desire to be out and about in nature, and burn off all those excessive calories consumed since March.

But with the high season fast approaching during which these businesses would traditionally run at maximum occupancy, the reality is that these organisations will be forced to not only give “buffers” in between guests checking out and the next ones checking in, but also run at a lower occupancy to ensure that interaction between different customers is minimized. Therefore “Making Hay whilst the sun shines” will this year inevitably bring about a lower yield, and reduce the vital cashflow which sustains many of these businesses during the quieter months. 

An example of changes implemented is the hotelier Tim Bell and Ingrid Boyer in the Auvergne region of Central France. Tim has developed their website to include a link to their Covid-19 guidance on their home page (see https://chabanettes.com/). This is updated on a regular basis and outlines their commitment to client’s safety.  He implements rapid alterations to its usual offerings and has created the foundations for business continuity and customer confidence.  He has also set up a Facebook forum for like minded accommodation owners in Europe seeking support and advice. Tim collates industry data, statistics and best practice ideas from all over the accommodation sector and share his opinions and advice with the group.

The sector in which he operates is having to rethink more radically about its traditional services to ensure competitivity and customer confidence. This ranges from the provision of catering which is leaning initially more towards a “Room Service” culture to a complete overhaul of the check-in/check-out customer touch points, looking to technology and globally recognised physical safety barriers to reduce risk of viral spread. For an industry which relies heavily on close, personal contact for their reputation and overall experience, keeping a balance between customer satisfaction and safety is proving challenging, but not impossible. Clients now expect a more sterile and distanced world, with supermarkets leading the way in some innovation and rethinking of the customer journey that the hotels are learning from, such as one-way corridors.

Until the world is safely vaccinated against the virus, the accommodation industry will have to adapt quickly and radically to guidelines, legislation and customer fears. History has told us that businesses that do this will have the best chance of survival, and those that don’t not only fear a downturn in business, but also a very visible online reputation for ignoring what is now the number one priority for the 2020 traveller – Safety.

Work-related stress: Tips for businesses

Vanessa Oakes, Lecturer, Staffordshire Business school


Stress is no longer a mental health condition that organisations can afford to ignore. In 2018/2019 12.8 million working days were lost due to stress, depression and anxiety (HSE, 2019) at a cost to the economy of £34.9bn. This cost is related to temporarily replacing absent staff, the cost of disruption to the organisation and lost opportunity costs, the cost of paid sick leave and the time required to manage employees who are off work, with an average number of days lost per case at 25.8 (HSE, 2019).

These numbers make for sobering reading, particularly if you are a business owner or a manager who has seen sickness absence related to stress, increase in your team. However, there is more than just a financial cost to the organisation. Your organisation’s reputation as an employer diminishes with high rates of absence due to stress, the engagement levels of your staff drop and in response, so does productivity and all of this happens because you are sending the message to your staff that their mental health isn’t as important as the performance of the organisation.

When it comes to proactively managing stress in the workplace, there is a lot that can be done to reduce stress before sickness absence takes hold. The CIPD’s 2019 Health & Wellbeing at Work Survey reports that 61% of organisations are recognising this as a priority, at Board level. But what can you actually do to reduce stress for your workforce?

Determine if employees are suffering from work-related stress or stress in their personal lives.

If your employees are experiencing stress at home, this will also impact their productivity too, so help them to acknowledge it and provide as much support as you can. An EAP (Employee Assistance Programme) can help you to offer support to staff without having to pry into their personal lives and will show your employees that you are concerned about them.

If your employee is suffering from work-related stress, then there is a lot that can be done to improve their environment. Firstly, take a look at your expectations of them.  Are they achievable and realistic? Do they have the support and authority needed to do their job? Are they under excess pressure to deliver? Can their responsibilities be shared by others or delegated?

Look at your absence management process – is it too harsh or too lenient? Can you build flexibility into your process to ensure you are able to support staff who are suffering with stress?

If too harsh, it may be forcing staff back to work before they are ready because there is a financial impact, or they may be afraid for their job security. These staff don’t get the time to deal with their stress before they are plunged back into it, and so may get worse over time. Are you conducting return to work interviews consistently for all staff? This is the best opportunity to determine if you employee is ready to be back at work.

Where your absence management process is too lenient, or you don’t have one, do you know why your staff are off sick? If you don’t know then you can’t help. Maybe your line managers don’t feel that they can ask such personal questions? If so, provide training to boost their confidence.

Focus on health and well-being

Communicate regularly with staff about the importance of their health and wellbeing and ask them about initiatives they think would improve health and wellbeing for all. It might be that water coolers within easy reach of desks will mean they are better hydrated; encouraging walks at lunchtime could improve the mental health in many different ways; having a space for staff to eat lunch, away from their desks means that their focus will be away from their work for at least a short time during the day. Most importantly though, ask them what they think and follow up on it! They will often have the best ideas about what would improve things for them.

Make sure that you react proactively when you suspect an employee is under stress, don’t wait for them to go off sick. This requires your managers to be more alert to possible changes in behaviour, timekeeping and work productivity and quality. Ensure that they receive training in how to start conversations about stress and mental health, and that they can signpost employees to other services if they are unable to help.

Finally, it may seem like managing stress and the related absence is time consuming, costly and unnecessary, but it has been proven to pay off. The CIPD’s survey found that three quarters of organisations who implemented proactive health and wellbeing strategies, however informal, saw a positive improvement in metrics such as morale and engagement, lower sickness absence, improved employer reputation, better retention of staff, a reduction in reported work-related stress, improved productivity and better customer service levels. Supporting your staff through difficult periods in their personal and working lives pays dividends when it comes to the success of your organisation. Now is not the time to delay!

Currently, it is even more important than ever to consider the health and wellbeing of staff as they endure lockdown and furlough leave. One thing which no organisation can offer, is certainty but there are ways of encouraging staff to maintain their health and wellbeing whether they are on furlough leave, working from home and trying to juggle childcare and other caring responsibilities. Here are a few tips:

  1. Communicate with them as regularly as you can – you may not be able to reassure them that their jobs are safe, or that things will return to normal quickly, but at least they will know that someone is still looking out for them.
  2. For staff on furlough leave, ensure that you have given them written details of their remuneration – try to avoid uncertainly building about how much they will be paid and when.
  3. Ensure that managers are in touch with their teams to ensure that each gets individual support – some employees might be coping well; others might be feeling higher levels of stress and may need more support.
  4. Remind your staff about their importance to your business, what their strengths are, how much they are valued and their latest achievements. They need to hear this now more than ever.

These steps should help you to maintain an engaged and productive (if they are homeworking) workforce during this challenging time and beyond.

What makes an entrepreneur?

June Dennis, Dean of Staffordshire Business School


We’ve been celebrating Global Enterprise Week at Staffordshire Business School this week and have welcomed some fantastic guest speakers.  What’s been very evident is that there is no one reason or way to start your own business – each guest speaker has had a uniquely individual journey and experience. In some instances, they have fallen into self-employment, in others, it was a well thought through and planned decision to do so.

So what makes a successful entrepreneur?

There are so many lists out there that can offer you the top 3 or 7 or 20 traits you must have to be a successful entrepreneur.  This is my list based on what our guest speakers shared this week!

Passion & determination – if you are to succeed, you need to be passionate about your business proposition.  What’s the point of setting up a business in something you don’t like or believe in?  However, passion alone will not be enough.  It really does help if you love what you do, but you need to be prepared for setbacks.  I can promise you that things won’t go as smoothly as you hoped. There will be times when you question whether you did the right thing.  That’s when you need to be resilient and, as they say, ‘keep calm and carry on’.

Strong work ethic & self starter – when you work for yourself, it’s very easy to have a lie-in when you don’t feel like working without realising that time is your most precious commodity.  Even when you don’t feel it, you have to push yourself to make that phonecall, finish the report or knock on the door.  You need to be disciplined.  One friend, when he didn’t have any work, used to go to the cinema or meet friends for a coffee.  Another friend would purposely post leaflets around the neighbourhood to promote his business.  Can you guess which one was most successful?

…but also a good finisher – basically, you won’t get paid until you finish the job.  And, you need to finish the job in good time.  So don’t procrastinate.  Sometimes, ‘good enough’ is better than not getting the job done in time. You won’t get repeat business if you don’t deliver on time.


Creativity – you don’t necessarily have to have a new-to-the-world invention or be able to design amazing advertising campaigns, but you do need to be a good problem solver and find ways around problems that come your way.  That’s being creative! 


Keep an eye out for opportunities – Be a purposeful networker.  You don’t have to be an extravert to develop a supportive network and you never know what’s around the corner!  Nearly every contract I received resulted in further business, either from the same organisation or as a result of them passing my details on to a third party.  For example, as a result of writing Mintel reports, I was contacted by the chief executive at the time asking if I could act as an expert witness in a court case.  The timing wasn’t great and I had to juggle domestic commitments and workload but saying yes to this one phone call provided me with the opportunity to be one of a handful of special marketing experts – and it paid well!

Know your worth – friends may ask for freebies or big discounts sometimes with the promise that you’ll get lots of publicity.  If they value you, they will pay for your services or goods.  Occasionally, they may be able to offer you something in kind, such as your first review or office space.  I got a free hair cut from my hairdresser when we spent the time it took to cut my hair discussing how he could improve his pricing policy.  It was win-win and neither of us took the other person’s services for granted. As an expert witness, I realised no one queried how much I was charging, so I increased my fees by £50-£75/day for each new quote.  I never got turned down….

And finally,

Be prepared to learn – constantly!   If you weren’t successful in getting a contract – find out why.  If you made a mistake, learn from it.  Get feedback whenever you can and look at ways to develop new skills.

Global Business Directions Conference 2019

Thursday February 7th 2019 – Location Ashley LT002, Leek Road Campus, Staffordshire University

Organisers: Hazel Squire and  Prof Jon Fairburn

Free – all welcome

Programme

9.00 Networking
9.30 Welcome and introductions  Hazel Squire and Prof Jon Fairburn
9.40 Key note speaker – Andrew Stephenson, Group People Director at Lookers plc

‘Building a customer centric organisation in the digital age’ 

10.30  Break

10.40 Salman Hamid, Director of Development at GMP Drivercare.com 

 ‘The technological aspect of today’s business’

11.30 Break

11.40  Tony Evans, Head of Leonardo and Analytics, SAP

“Digital transformation and the intelligent enterprise”

12.30 Lunchtime
 13.30 Jeanefer Jean-Charles, Creative Director  www.jeanefer.com

‘Keeping your business moving’ 

14.20 Break
14.40 Vanessa Oakes, Staffordshire Business School

‘Digital technology and new employment experiences’

15.30 Closing remarks

 

Speaker profiles

Andrew Stephenson

Andrew Stephenson

Andrew Stephenson has been the Group People Director at Lookers, one of the UK’s largest automotive dealer groups since May 2016.  Reporting to the CEO; Andrew is responsible for the HR function and people agenda for over 8,500 employees across areas in the UK and Ireland.  Andrew also leads the IT function and is responsible for customer experience across the companies 31 franchised manufacturer brands.

Andrews’ team have driven an improved customer experience through instore insight and a new online proposition.  This has been underpinned by the introduction of comprehensive monitoring of customer experience.  This independent monitoring ensures much better outcomes for customers in all circumstances and provides statistically valid measurement of customer satisfaction.  The performance on customer experience now directly links to remuneration within the group.  Andrew’s team are also responsible for the delivery of the company’s new website to support omni-channel focus on customers.  Lookers are one of the Sunday Times Top 25 Big Companies to work for in the UK and have twice featured in the Glassdoor and CMI list of the Most Inspirational workplaces.

Andrew is a Level 8 student currently completing his DBA at Staffordshire University with a study into customer loyalty. Andrew holds a MA in Strategic HRM also from Staffordshire University, is a Chartered Fellow of the CIPD, a Chartered Manager and Fellow of the CMI and a Fellow of the Institute of the Motor Industry.  Andrew is also a Trustee of the national body of Citizens Advice, chairing their remuneration committee and an independent advisor to the Customer Experience Committee of HMRC.

 

Salman Hamid

Salman Hamid

Salman Hamid is a Director of Development at GMP Drivercare Limited, where Salman develops and implement Digital Technologies including bespoke systems, online automotive portal with a capability of getting live prices (APIs) and AI Technologies. GMP Drivercare helps Public and Corporate Sector organisations in Fleet Management, Grey Fleet Compliance, Telematics, Lease Car Schemes, Salary Sacrifice Schemes and more (A One stop shop).

Salman is a Staffordshire University and University of Roehampton Alumni, BSc Hons in Business Information Technology from Staffordshire University, MSc Information Systems Management from University of Roehampton and MSc Digital Marketing from Staffordshire University.

 

Tony Evans

Tony Evans

As Head of Leonardo and Analytics, Tony Evans is responsible for enabling customers to leverage SAP’s innovation portfolio, to drive business transformation and operational improvement. As the executive sponsor for SAP Machine Learning and Cloud customer adoption, Tony partners with customer executive teams to promote SAP’s next generation computing platform.

Since joining SAP, Tony has led SAP’s billion dollar North American Database business and has managed the North American financial services business as the Chief Operating Officer.

Prior to SAP, Tony has a successful track record in driving Business Process Reengineering and change management for global organisations, including PepsiCo, Lucent Technologies and IXNet. Tony has also held senior leadership positions across Oracle, BlackBerry and SAP, where he has led organisation of sales, technical and marketing professionals, driving revenue growth through partnership with customers.

Tony is an alumni of Staffordshire University, where he graduated with BA (Hons) in Business Studies and a Diploma in Marketing from CIM. Tony has an MBA in Change Management from the University of Brighton and is a qualified Project Manager with the Project Management Institute, an organisation he sat on the board of in NYC, and represented in the Global Project Management Forum. Tony also sits on the board of a successful startup, CrowdFlik where he partners with, and advises the CEO around business strategy.

Jeanefer Jean-Charles

Jeanefer Jean-Charles

Jeanefer Jean-Charles career began working across theatre, dance, television and film, including Co-Artistic Director of her company Bullies Ballerinas Jazz Productions, touring nationally and internationally. Her work has taken her to over 20 countries.

Today she is the Creative Director of Jeanefer Jean-Charles and Associates, with over 20 years’ experience of devising, creating, facilitating and directing dance and movement for performance.

As a Mass Movement Director and Choreographer of large scale performances, opening ceremonies, stadium events, outdoor spectacles, carnivals and parades, the success of her work is in her unique process of empowering and skilling up teams of artists, whilst bringing together the talents, strengths and shared stories of communities in inspiring and unforgettable ways.

Career highlights include: Mass Movement Director for Roald Dahl’s City of the Unexpected 2016, Choreographer for the award winning The Return of Colmcille, Derry-Londonderry City of Culture 2013, Mass Movement Choreographer for the Coronation Festival at Buckingham Palace, Mass Movement Coordinator for all four of the London 2012 Olympic Opening Ceremonies, Movement Director for The FA Cup Final 2016 Opening Ceremony at Wembley, Artistic Director for The Rugby League World Cup Opening Ceremony in 2013.

Vanessa Oakes

Vanessa Oakes

Vanessa Oakes is a Human Resources and Leadership & Development professional with extensive industry experience including 10 years as Head of HR at an international Environmental and Engineering consultancy and 6 years as a lecturer on the CIPD’s professional HRM programmes.

Vanessa brings a wealth of experience in how digital technology will affect your experience as a candidate looking for a job, to how it will affect you in your future employment.

She has worked with Social Media tools to approach passive candidates for opportunities within her organisation, she has implemented Applicant Tracking Systems which monitor the status of applications, she has worked with online tools which recorded attendance and monitored productivity and performance and software which measures and records employee engagement. These digital tools provided essential data which allowed managers to better manage their teams, improving the overall performance of the organisation.

She will give you a clearer understanding of how digital technology will become a key part of your employment experience.