Total Clothing wanted to involve people from right across the team to streamline their processes, to prepare in advance for another year of major growth. They asked Critical Action to help with building vision, identifying changes and putting a plan into action.
“We worked with many of our team, led by Keith, to identify bottlenecks in our processes and by voting on the most urgent issues, gave everyone a sense of inclusion and buy-in.
It has brought the team so much closer in terms of working towards common goals and also in the way they communicate with each other on an ongoing basis.
We are really thinking differently as a team about the way we operate and this is translating into actions and profitability.
Keith’s no nonsense, practical way of facilitating, managing and ensuring that tasks were completed by all has really helped us overcome some challenging issues and we are moving forward with some exciting times ahead.”
Jan Richardson Managing Director, Total Clothing Ltd
We’ve been doing a fair bit of work recently around roles and role-based access.
These projects have been around things like Active Directory, new ERP/CRM systems implementations, changes to responsibilities and working processes, and data migrations.
If this sounds like something you’re about to embark upon, and you’d like some assistance with the analysis and logical design, to feed into your technical design, you might find our short role-based permission white-paper gives you some food for thought.
We’re please to announce that our new Vision2Action programme (V2A) is now available!
It’s a fast-tracked, concentrated shot of our customers’ favourite tools and processes. It’s designed to give busy business owners and directors a structure for turning their vision into a strategy with defined objectives, plans for delivering change, and the time and support to keep the momentum up.
The emphasis is on working with you to make the most of your time and knowledge, so we can create for you “actionable documents “- in other words, real documents, with content, decisions, guidance and information; which you can share with your people, refer back to yourself, or use with external suppliers.
Each fixed-price programme includes an initial, intensive set of activities to get things moving, and then quarterly review meetings, plus use of our online goal-tracking platform.
I was flicking through some old day-books last week, as I was doing some business plan review work for Critical Action. I came across some notes I made on “what we look for in our people” for use during recruitment and helping clients with interviews.
Here were my three “top picks”:
Be a miniature force of nature – whether the blast of the hurricane, the constant shift of the tides or the inexorable force of tectonic shift – look for that attitude in someone that says “it will get done”; and look to balance the forces at play across your team to meet all situations.
Have the humility to listen, learn and share every day – even when we are bringing our own knowledge to bear, we are always learning – new knowledge, new ways of understanding customer needs, new client pressures, new market developments.
Earn and have the confidence to hold the room – our clients often look to us for leadership and to help them arrive at decisions; to do this well, we need to have done the ground work in the years, weeks, hours and minutes beforehand – and then to share our honest thoughts.
Of course, there are always many other role-specific or “technical” areas to explore – but for me, these come secondary to these top three.
I’m re-reading a couple of my business books this month, both of which I felt it was worth mentioning. Both are thought-provoking, and full of practical things to try, even if you don’t agree with everything in them.
First up is “What Would Google Do?” by Jeff Jarvis. Not just an interesting manifesto/thought piece, but also interesting to look at 2009’s predictions through 2011’s lens!
We’ve been playing with words, images, emotions, icons and so on for some branding work we’re doing on a new offering. Something that fell out of this was a word that I just liked the sound of:
Then I thought a bit more about it – the flow of talent. This seemed like quite a useful concept to me.
As business owners, managers and leaders, there are two crucial concerns – creating value for stakeholders (owners, shareholder, staff, investors, communities, etc.) and finding and keeping good people for our teams. Value and Talent. Continue reading →
Keith Shering, MD of Critical Action, was one of the speakers at the recent, very well received “Creating An Unbreakable Business” event, held at NetSupport in Market Deeping, and organised by The Business Club, Peterborough.
As well as coordinating the speakers, Keith was one of eight subject matter experts giving business owners and decision makers quick-fire, thought-provoking 15-minute talks on what can break businesses, and what we can do to make strong, resilient businesses that survive and prosper – making businesses more unbreakable. Continue reading →
The Idea Trampoline. You know, where you can bounce your good ideas and your perplexing challenges back and forth, up and down, tumbling them around. Boing one way then another to see if the idea comes back looking any different, any better, still viable.
Today’s lesson is that when you are using bootable media in the drive of a host, and attaching it to one of the guest VMs, remember to remove the media (or change the boot settings) when you remote reboot the host after updates… 🙂 This led to thinking about disaster recovery and business continuity. Continue reading →