A New Year, a new decade and a time for change.

It’s time to reflect.  Not just on another year gone but on the next 10-year horizon.

Economic growth should be stimulated now the UK has left the EU and entered a transition period until the end of 2020.  This, in theory provides at least 11 months of stability and with the shackles off, businesses can now finally plan with some certainty after previous deadlines were not stuck to and the UK remained stuck in Brexit limbo.

Businesses have responded quickly to the UK’s new political landscape according to a recent survey by IHS Markit and the Chartered Institute of Procurement & Supply (CIPS).  It suggests for example, that the services sector stabilised in December and that order books had picked up, with optimism at its highest level for 15 months.  This concurs with other surveys purporting that Britain’s economy is on course for a strong 2020. The services sector is particularly important because it accounts for around 80 per cent of the British economy.  It also happens to account for a large proportion of our client base.

Organisations need talent to grow and push forward with resourcing plans.  We are entering a period of significant change and the interim world has to adapt.  With the ongoing Brexit twists and turns and the immediate changes to the reforms to IR35 due in April 2020 to the private sector, there are currently more questions than answers.  I believe IR35 does provide an opportunity to ensure that interim assignments are more clearly defined and scoped with pre-determined timescales and objectives.   It reminds me of the ‘true’ interim market when this was the expectation and the norm before the new breed of interim became a thing, creating a ‘grey’ interim world where  it became a convenient route to a permanent role and over use of the title culminating in the growth of the ‘interim’ interim.

Our role is to consult with businesses that all face similar challenges and all need certainty and clarity to move their own organisations forward.   After all, how can we expect businesses to plan if they don’t know what they’re planning for? Resourcing is part of this planning process and certainly makes up the bigger picture when implementing New Year and new decade strategies.  Without the people to execute the plan, nothing happens. Without the flexibility and deliverables an Interim resource provides, the business can’t change.  Without the option of bringing in someone to take advice from, how are you sure the right decision or direction is being taken?

Doing nothing is not a strategy.  Businesses will continue to resource experienced executives in times of change, transformation, restructuring, crisis etc. but the reforms to IR35 quite frankly contradict the modern world we now live in where the effects of technology are quite profound.  Many organisation are becoming more automated regardless of sector, AI is growing and digital transformation is firmly on the agenda.  Flexibility is key. The next 10 years will bring about profound change and resourcing flexible talent must form part of the strategy.

For further information on Macallam Interim Resourcing or for a confidential discussion please contact Steven Wynne, Managing Director on 01423 900804 or steven.wynne@macallaminterim.com  or visit www.macallaminterim.com

Creating the environment for Digital Transformation to be a success

Change is only possible by building the right kind of organization and people are an imperative part of this. The six pillars of digital transformation include; experiences, people, change, innovation, leadership, and culture;

1: Experiences

Business must understand the customer journey, behaviours and expectations before investing in technology. These expectations should be the basis of any investment and the way to do this is to focus first on the customer’s experience. This is why companies like Disney, Apple, Starbucks and Nike have become iconic. They lead with experiences and they create deep connections with their customers that go beyond a product or service.

Don’t forget about the employee experience, either. Every interaction your employees have with your company is critical. Are the technology tools you’re providing helping them do their jobs? Is your culture making your workplace efficient and productive? The positivity of this experience has the potential to make or break the productivity and effectiveness of employees to your business.

2: People

People might be the most critical part of the six pillars of digital transformation. Without the right talent or without focusing on your employees, your organization will struggle. Critically leaders need to put employees first. Companies that invest in their people, commit to their development and respect their ideas build a loyalty that makes change management much easier to realize within the company.

As technology such as AI, VR, and AR gain momentum, the key is to use this technology to create meaningful experiences that reach employees, customers, and others on a deeper level – still connecting human to human.

It is also important to remember that talent is still critical, even with advancements taking some of the work. Employees should all be on the same page, to push your digital transformation efforts forward.

3: Change

Any transformation can’t happen without change. People must get behind change in order to realize it. You should go into your transformation, understanding first-hand that change is inevitable—and it might be tough. Communicate your expectations to your employees. Develop a strategy to encourage change and deal with resistance at the same time. Provide the necessary tools and environment for employees to embrace and succeed in this change. If you do this effectively, it will lead you to the next of the six pillars of digital transformation.

4: Innovation

Transformation and innovation are not the same. To transform, there must be innovation. Innovation can be defined as a sudden spark of creativity that leads to the creation of something that changes the face of your business. These sparks can be more sudden or they can be incremental. Some of these innovations are massive and completely disruptive of business models while others make a small and meaningful difference that increases customer satisfaction or differentiates an offering in the market. Regardless, the implementation of innovative thinking throughout an organization is key to transformation.

Innovation requires a space of open communication, collaboration and freedom to create. Innovation should be constant, your business always working to further its products or services. Innovation also drives the digital transformation forward by allowing for open space for problem-solving when the going gets tough.

5: Leadership

Leadership can come in many forms, but if you want the organization to change, it must come from the top. In an article for Forbes last year, it was found that the majority of tech initiatives fail when the CEO is not involved. However, the CEO should not only be involved, but he or she should lead.

Leaders should be proactive and on the lookout for things coming down the pipeline. As technology moves quickly, there is no time to wait. As a leader, you should also bring order, instead of going with the flow. As much as technology can sound like the perfect plan, take your time to carefully examine all options. Think differently than the rest and lead others within your company to do the same. Don’t just follow the digital transformation crowd – lead it.

6: Culture

The past five pillars can all be wrapped up in one package and form your culture. When asked about where companies should start on a digital transformation journey quite often the question is framed as “What technology(ies) should we invest in to speed up our digital transformation effort”. However it is important to begin with “Culture! Digital transformation cannot survive without the right business culture. By creating an open space where employee and customer experiences reign supreme, where people matter most, change is planned for and innovation takes centre stage, you will then lead your organization into a culture that simply transforms on its own.

These six pillars of digital transformation are the backbone for success.  Focusing on these pillars in addition to technology will help your company get ahead of the competition and avoid failure.

       By Duncan Carter, Director Macallam Talent Resourcing.

 

       Macallam is an executive resourcing company working with leading energy, infrastructure, technology, transport and environmental services businesses to attract and retain talent. We find leaders to help businesses digitally transform.

 

       www.macallam.com

 

The argument in favour of mentoring

The concept of mentoring is well known in business – but what precisely is it?
Mentoring is often defined as a professional relationship in which an experienced person (the mentor) assists another (the mentoree) in developing specific skills and knowledge that will enhance the mentoree’s professional and personal growth.

Therefore – by default – a mentor is a more experienced individual willing to share knowledge with someone less experienced in a relationship of mutual trust. Or, perhaps, a mentor is a trusted advisor or guide or a person who has a sincere desire to enhance the success of others. So, it’s worth understanding a bit more about the benefits of mentoring……

Mentoring enables an individual at any level in an organisation to increase their network through the introduction to people and areas that they might not previously have had access to. Furthermore, mentoring can help individuals cope with periods of major transition and the mentor can help to navigate people through difficult challenges such as influencing key stakeholders, challenging existing mindsets – the status quo - and getting colleagues on board with change.

A mentor can also assist with identifying skills gaps which may be hampering career progression. At some stage in their career, most people will find themselves at a career crossroads which may manifest itself in them being overlooked for promotion or opportunities or unable to understand why the business saw the need to recruit externally. In these situations, mentoring can offer an open and independent perspective as well as objective feedback. Sometimes, we have to hear things we don’t like or want to hear…..

Managing people can often be an area where people can benefit from mentoring. Good people and inter personal skills are critical to career progression and a mentor can discuss management and leadership styles, ways to effectively engage with the team, improving cross functional working as well as looking at the people agenda through transition and change programmes.

It is important to state that too often people say that if you want to scale the corporate ladder, you need a mentor. Mentoring will not work where it is non-neogotiable – the person must genuinely want it and furthermore, if mentoring is only being undertaken for the purposes of paying lip service, it places an unfair and unrealistic dependency on the mentor.

Mentoring is highly dependent on the personal chemistry between the parties, who must both be committed to the process. A chemistry mismatch can occur for all sorts of reasons but, it must be a professional relationship and the process will lose sight of its goal if it becomes too comfortable where there is familiarity and a lack of challenge.

We all complain that time is our greatest challenge and too many people complain that there are insufficient hours in a day. Mentoring is an investment in time and blocking out time for sessions is essential – technology, particularly Skype, can assist where the parties are geographically miles apart, but nothing replaces real face to face engagement for a mentoring session.

We all like to focus on the positive and whilst mentoring is a process for moving forward, the process gives an opportunity to reflect on the past and sometimes, the mentor can share experiences from their career and the mistakes they may have made because the value in making a mistake is to understand what lessons can be learnt to prevent it recurring.

So in summary, whilst we understand the benefits of mentoring, what are the “absolutes?”

1. Don’t do it for the sake of it – be committed to the process
2. Invest time both in preparing for a session and follow up actions
3. Personal chemistry – it must be right
4. Be clear what the purpose is
5. Mutual respect

Article written by Adrian Berwick


Macallam offer a Personal Career Transition service which is a hybrid of coaching and mentoring and assists individuals with the challenges of transition in their professional life.
For more information please call 01423 900804