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The end of 2017 saw several signs that the economic recovery tide is beginning to turn, albeit slowly, after years of stagnation. It also heralded in a new age of uncertainty with the end of the first year of BREXIT negotiations and Donald Trump's first year as US President. It saw, for sport, continued issues with drugs in athletics and cycling and new challenges to leadership and governance of sports. 2018 will offer new opportunities but will continue to be another difficult year for business and sport. Everyone is hoping economic and business conditions will continue toimprove, leading to improved profits, increased employment and steady growth. Renaissance facilitated WorkOut sessions provide the ideal platform for executive teams to debrief recent performance and plan with confidence for the future. Through our established position with a number of government agencies in Scotland, the rest of the UK and Ireland we can secure 50% support for accredited development projects.
MTBD>MTBS! The Mean Time Between Decisions is greater than the Mean Time Between Surprises. As grand strategies prepared from big data or even more limited insight seem wanting it is perhaps useful to think of the role of the strategic manager and this leading the strategic thinking process.
In William Wallace and Robert Bruce, Scotland has examples of two outstanding leaders who somehow galvanised apparently inferior and inadequate resources to secure famous victories. They and their achievements contributed to the development of a national culture that has spawned many leaders of successful enterprises across succeeding generations of Scots. 15 years after the movie ‘Braveheart’, based (loosely) on the character of Wallace, scooped the major awards at the Oscar ceremony in Hollywood, it is reasonable to reflect his success as a grand strategist, and in particular the achievement of his successor Robert the Bruce, who secured his place in history through the emotional victory over Edward II 700 years ago at Bannockburn on 24 June 1314, on a hot sticky midsummer day.
Faith, Hope and Love remain; but the greatest of these is Love The attached article provides insight into what lay behind the success of Rory McIlroy and Graeme McDowell as well as providing further evidence to prove the theories put forward by Malcolm Gladwell in his book 'Outliers'.
In competition between nations large normally overcomes small, be it in business or sport. The larger nations should succeed every time and in reality they do not. How can that be? A recent discussion on LinkedIn attempted to find the answers. They are summarised in the attached paper.
The University of Strathclyde's Business School won the coveted uk business School of the Year in 2017. Alistair Gray is a faculty member of the Strategy and Organisation department at the Business School, delivering the Strategy, Analysis and Evaluation module on the MBA and for Corporate Connections, the Business School's specialist programme. Renaissance consultants have worked with the University over the last 12 years on a number of programmes and projects.
Almost every forecast this year indicates a long, slow recovery from what has been the worst recession since records began. Over the next quadrennial almost every organisation be they business, sport or not-for-profit will be faced with doing more with less. This means achieving new and higher levels of performance as organisations. Many will have tried proved approaches from the past that have been found wanting this time. The fear is that the current downturn is greater and will last longer than previously, calling for radically different measures for desperate times.
In today's flat economic environment and stagnant consumer markets in the developed economies the frequently asked question is "how can companies innovate and succeed in today's landscape". In a recent interview for the Sloan Business Review Professor of Management at MIT Sloan School of Management Michael Cusumano outlines what is necessary to compete and win in today's innovation driven landscape.
Current responses by organisations when considering develop seem to focus on improved structure, better governance, and addressing ‘body’ related areas including: • Corporate structure • Planning and Systems • Incorporation • Business Risk. They are often found wanting in the increasingly competitive environment that has emerged from the prolonged period of economic and political uncertainty.
Strong listening skills can make a critical difference in the performance of senior executives, but few are able to cultivate them. One of the most motivating positions a boss can take is to actively engage and listen with colleagues. Yet so many do not make enough time or behave in a way that gets the best out of their people. The attached McKinsey article offers a good framework to improve listening as well as identifying bad listening types.