Business musings

Articles and thoughts about all things innovative and strategic

06
Dec
Posted by Debbie Stocker, stored in: Finance  Innovation  Leadership  Our News  

Are you determined to grow your business? GrowthAccelerator can help you get to the heart of the barriers that are holding your business back, enabling you to identify the critical steps you need to take to achieve your next phase of growth—rapidly and sustainably.

GrowthAccelerator logo

What is GrowthAccelerator?

Launched in May 2012 by Business Secretary Vince Cable, GrowthAccelerator is a partnership between some of the UK’s leading, private sector growth specialists and government, which has already fast-tracked over 10,000 businesses (of which 12% are in the West Midlands).

Supported by coaching, workshops and masterclasses, the service provides a framework to help you:

  • Build a successful growth strategy
  • Discover new routes to funding and investment
  • Unlock your capacity for innovation
  • Harness the power of your people

Whether it’s insight into what’s holding you back and developing a plan for the future, helping you build a case for investment and finding new sources of finance, turning your most innovative ideas into profit, or providing training and masterclasses to develop confident leadership and management, GrowthAccelerator is focused on a single goal: the growth of your business.

How does GrowthAccelerator work?

To begin, GrowthAccelerator will help you review your business’s current position and define a bespoke growth plan specific to its needs. This plan will outline the challenges your business faces and how GrowthAccelerator can offer support, be it through coaching, workshops or masterclasses.

In addition to support from a Growth Manager and Growth Coach, GrowthAccelerator gives you exclusive access of up to £2,000 match-funding per senior manager for your senior management team to hone their leadership and management skills.

You will also become part of the GrowthAccelerator high-growth community, giving you opportunity to meet and network with other liked-minded businesses and growth experts who have already experienced or are experiencing the successes you’ve achieved and the challenges you are facing.

How are we involved?

Matt is a registered and approved Growth Coach for GrowthAccelerator. As a Growth Coach, his role is to work with companies on a one-to-one basis providing relevant and individual support. He will act as an advocate and a catalyst for change. The help you’ll receive with GrowthAccelerator is bespoke and we work with you in a way that is tailored specifically to meet your objectives.

Under the GrowthAccelerator service, we are also able to provide match-funded training for your leadership and senior management team.

Who is GrowthAccelerator for?

Just as we love to work with dynamic and growing companies, GrowthAccelerator is for businesses with ambition, determination and potential. A few other criteria also apply: to be eligible, you must be able to answer yes to all questions below…

  • Is your business registered in the UK?
  • Is your company based in England?
  • Does your business have fewer than 250 employees?
  • Does your business have a turnover of less than £40m?

How much does GrowthAccelerator cost?

Your contribution will depend on the size of your business. With Government making a major contribution towards the cost, you pay only a fixed fee.

A table showing the fees for GrowthAccelerator: 1-4 employees, £600; 5-49 employees, £1,500; 50-249 employees, £3,000; for all size of business an additional £700 VAT is also applicable.

 

 

 

*VAT is based on 20% of the nominal value of the service, at £3,500, so all businesses pay the same amount of VAT.

Should you wish to then also access leadership and management training, match-funding of up to £2,000 per senior manager is exclusively available to your company.

Find out more

If you would like to find out more, why not give us a call on 02476 100 193 or contact us for further information?

To learn more about GrowthAccelerator, you can also visit www.growthaccelerator.com

21
Nov
Posted by Debbie Stocker, stored in: Innovation  Leadership  Our News  

For those of you who know us, you’ll know that we blog and tweet (@mattstocker and @debbiestocker); we’re on LinkedIn; we send out regular e-newsletters (in fact, we sent one just today—if you didn’t receive it, sign up here); and we have our own print collateral. We also believe in creative, visual and design thinking. As such, we thought it was about time we joined SlideShare.

Presentations can be a brilliant medium through which to communicate visually and creatively; and to think and communicate via design. Believe me, I’m not talking death by powerpoint here! Rather, I mean presentations that capture the imagination, communicate complex concepts simply, resonate deeply and catalyse action. Whether we can claim any of our presentations do these things, only you, our audience, will be able to tell us. But we hope to embark upon a journey—one in which we learn and continually develop our skills. And one in which we hope you find useful insights that you’re able to apply in the course of your business.

A short guide to organisational ambidexterity

You may remember that Matt wrote an article about organisational ambidexterity some time ago. In this, our first ever contribution to SlideShare, we explore what organisational ambidexterity is, what it means for you, and how you can achieve it.

10 ways a business leaks money like a sieve

Did you know that 75% of new leads never hear back from the business they contacted and office workers are interrupted roughly every 3 minutes? We look at 10 ways that businesses are pouring money down the drain. Find out how your business scores and start plugging the leaks.

Follow us on SlideShare

If you liked these presentations, why not follow us on SlideShare for further updates? Do also feel free to share, like or comment on any of the presentations we upload—we’d love to hear your thoughts. Each presentation is downloadable from SlideShare if you wish to read it offline.

Photo of a well lit, walk-in wardrobe with clothes hanging on a rail, whilst bags and shoes are neatly arranged on shelves

Wearable technology is an evolving marketplace. Although some would argue that the market is not new—Thomas Stuermer, senior executive with Accenture’s Electronics & High-Tech group, observed that the term ‘wearable device’ was used as early as the 1990s and the first watch with a digital display was unveiled in 1972—advents such as Google Glass are thought to be the start of a present day wearable revolution.

Earlier this year, Credit Suisse predicted that the wearable technology market will increase tenfold to as much as $50 billion USD over the next 3 to 5 years. Others also believe that wearable devices will explode in popularity over the next year. Whether you agree with the figures or not, it’s inevitable that wearable tech is here to stay.

That said, I read an interesting article earlier last week in which John Holt Ripley, Front End Developer at Linney Design, wrote:

Wearable technology—things like Google Glass and the Nike FuelBand—have a bit of a problem in that they’re not particularly wearable. They’re designed as devices rather than accessories to clothing.

Even the Samsung Gear isn’t that big an improvement on the calculator watch I had in the eighties.

Ripley instead showcased the new, and rather beautiful, Shine by Misfit Wearables.

Shine is a waterproof, wireless, activity and sleep monitor that can be worn as a discrete accessory anytime, anywhere. In Misfit’s words, it has been “built to last a lifetime,” in a “timeless, award-winning design” that is “precision-crafted from aerospace grade aluminium”.

Stylised photo of a woman wearing a bright yellow, tasselled dress, standing in front of a theatrical mirror applying lipstick. She is wearing a Shine necklace.

What impressed me as I flicked through Misfit’s website is that, in many photos, Shine is almost imperceptible—it’s a button hole, a necklace (above), a brooch, a badge.  Admittedly the bracelet form is more similar to other devices, such as the Jawbone UP, but in its essence, Shine seems more akin to jewellery than another wristband.

Many consumers no doubt embrace wearable devices in a recognisably technological form—Peter Brown observed that an estimated 8 million Britons already don some form of wearable device and 39% intend to use wearable tech when it becomes more widely available. Some consumers even wear the technological form as a statement in itself. However, it is likely that wearable technology will not become a day to day reality until it becomes a subtle and integrated part of our lives.

Do I like the idea of a smart watch? Potentially but I’d rather wear a time piece that suits my style and femininity. Several commentators have similarly pointed out that Google Glass is great but they don’t wear glasses. Rosella, who worked as a designer for Valentino, observed that: “Google Glass is asking us to change the way we look on a daily basis…It might be fun in a work environment, but why would you want it to become your everyday style?”

Three photographs of different people wearing Google Glass. From left to right: 1) A man with a beard wearing a black leather cap, light grey cardigan and dark grey T-shirt; he is standing on a street and holding the index finger of his right hand to a white Google Glass. 2) A woman with short, reddish brown hair, wearing a red dress and standing in an office environment; she is wearing a blue Google Glass. 3) A young man and woman, both with blond hair and wearing grey T-shirts. He has his arms folded and she is holding a cup of coffee.  Both are wearing blue Google Glass'.

Does that mean that we’re not target market? Perhaps but wearable tech also faces other, more practical challenges. For example, if I purchase an item of wearable clothing, inevitably the technology is only embedded into that particular piece. Say this item is a jacket, to avoid wearing the exact same jacket day after day, I need to purchase more than one of the same wearable device in different colours and styles. But even if I do this, I’m still locked into buying the same brand.

In contrast, my wardrobe today contains only one such item and that is a pair of Tommy Hilfiger jeans in two different shades—everything else is unique. Different brands, different styles, different colours, and even vintage. Understandably, this is why many devices are sold as an accessory but this returns us to the fact that they’re not very wearable.

Innovations in sports and cycling, such as the truly brilliant Hövding (described as an invisible bicycle helmet), the Sporty Supaheroe (a cycle jacket embedded with LEDs that sense body movement and directionality), and NuMetrex’s range of heart monitoring apparel (sports bra, men’s cardio shirt or women’s racer tank) seem to be a little more wearable but these devices are not designed for everyday activities or use. Several still also require additional transmitters.

 Three photographs of people wearing sports technology. From left to right: 1) A woman holding onto a railing and standing astride a white bicycle. She is wearing a black and white striped dress, a coffee coloured smart jacket and around her neck she is wearing a Hövding airbag. 2) A man sitting on a stool wearing sunglasses. He is also wearing a Sporty Supaheroe jacket and the white LEDs are lit either side of his chest. 3) A woman standing with her hands on her hips. She is wearing a blue NuMetrex sports bra.

In the longer term, and as argued by Liat Clark in Wired, it seems likely that for wearable tech to survive and thrive it will need to become as much a part, if not more, of the fashion industry as it is part of the technology market today. But again, for wearable tech to become truly mainstream, it needs not to get stuck in haute couture but to transition into something that the everyday (wo)man on the street is happy to wear.

As technologies both advance in capability and shrink in size, such a future becomes increasingly likely. At a recent Internet of Things Midlands Meetup, Neil Chilton, Technical Director and Co-Founder of Printed Electronics Ltd, shared that circuit boards can now be printed on some fabrics. With some such circuit boards being wafer thin, I imagine a day where I could pick out a dress and embedded in its fabric is imperceptible tech. Would I wear such a dress…just because it has tech in it? No. Because it looks fabulous? Oh yeah!

Image credits

Custom open dressing cabinets by ANYWAY doors on Flickr
Shine by Misfit Wearables

Google Glass by prae on Flickr
Google Glass and Future Health by tedeytan on Flickr
Google Glass OOB Experience by tedeytan on Flickr
Hövding Airbag for Cyclists
Sporty Supaheroe Jacket
NuMetrex Heart Rate Monitor Sports Bra

29
Aug
Posted by Matt & Debbie Stocker, stored in: Our News  

Last week, we took a behind the scenes peek at how we went about creating the case study for Warwick Business School’s inaugural Case Competition. Today, we’re following this up with a look at the day of the competition itself. Alongside Tornar Yang (MBA student and official photographer), Matt acted as an unofficial photographer, so we’ve put together a brief snapshot to give you a flavour of the day.

Let the competition begin!

The day started at 8.30am with students arriving at WBS from all over the country—some had a very early start! Participants had received Part One of the briefing one week before but they had no idea about the second part of the challenge or what surprises the day had in store.

A selection of photos showing the students arriving at the WBS Case Competition and being briefed before the day starts.

Intense teamwork

The challenge itself had been designed so that it was difficult but achievable. Teams worked together to understand and balance the conflicting and competing demands of the case, while at the same time ensuring they kept the brief in mind and achieved the required objectives. Experts were on hand to answer any questions but teams were required to schedule meetings and to weigh the advice they were given. We were privileged to sit in on a number of discussions throughout the day and were extremely impressed by both individual and team insights—there was certainly no shortage of either brain power or enthusiasm!

Selection of photos of students working intensely as they discuss the non-adherence and digital healthcare challenge

Time to present

In just a few short hours, the time to present had arrived. Gathered together once again and with an audience of experts and judges, each team anxiously awaited their turn.

Overall, the standard of presentations was very high. Each team had taken their own distinct approach to the challenge and it was clear that a huge amount of work had gone into each solution. Several judges even observed that many of the insights and several of the presentations would not have been out of context in a professional, client-facing setting.

At the end of the day however, there could only be one winner and, in 2013, Lancaster University Management School’s team stole the day.

Students make their final presentations as judges score their performance and content.

Behind the scenes

The day itself, and indeed the whole competition, wouldn’t have happened without the incredible drive and dedication of both WBS staff and the Case Competition’s student Executive Team. Thanks must also go to WBS and University alumni who provided significant expertise and who judged the presentations, along with IMS Health, partner and sponsor of the competition. We certainly felt privileged to have been involved and, as always, it was a pleasure working with all.

Photos of just some of the people that made the WBS Case Competition day happen including sponsors, experts and WBS staff

We very much look forward to watching the Competition continue and grow in 2014.  We know that WBS hopes the event will grow to be one of the most prestigious global case competitions in the MBA calendar and become a must for all MBAs aspiring to a career in consulting or the healthcare sector, so we are excited to see it evolve.

23
Aug
Posted by Matt & Debbie Stocker, stored in: Our News  

Earlier this year, we were privileged to co-create the case challenge for Warwick Business School’s inaugural Case Competition. The event was the first of its kind for the pharmaceutical, life sciences and healthcare sectors, and was designed to engage the finest talent from top, university-based business schools in the UK.

Today’s healthcare sector faces some very real and prevalent challenges for which intelligent solutions are needed. The sector is also a significant recruiter of management graduates and, according to a recent survey by the Graduate Management Admission Council (GMAC), a high proportion of job offers have already been secured by the Class of 2013.

The Case Competition thus brought together teams from Warwick, Lancaster, Cranfield and Manchester Business Schools with experts and judges who offered experience across organisations such as GlaxoSmithKline, Roche, UCB Pharma, Novartis, University of Oxford’s Clinical Trial Service Unit (CTSU), Quintiles, Bristol-Myers Squibb and AstraZeneca.

IMS Health, a leading provider of information, services and technology for the healthcare industry, kindly sponsored the competition and partnered in both judging final presentations and providing expertise to student participants on the day.

Allow us to give you a behind the scenes tour to our own involvement and an insight into creation of the case itself…

Creating a credible challenge

Following a detailed brief, we worked closely with Sue Thorn (Director of  WBS CareersPlus), Kev Robinson (WBS Case Competition Lead), and members of the student Executive Team to co-create the competition challenge. From proposal to finished article, this was an iterative process of research, sharing of ideas, writing, design and development.

wbs-case-competition-creating-the-brief

Comprehensive research

Realistic case studies require in-depth research. Although the company at the heart of the case was fictitious, the market in which it was set was real life and current. It was therefore critical that everything in the case reflected deep, accurate and up-to-the-minute market knowledge.

Debbie is our researcher extraordinaire, with Google and Evernote being her research tools of choice. Over the course of the development process, she captured (and read!) 479 news articles, opinion pieces, research papers, annual reports, briefings, white papers, guidelines, studies and industry reports—even watching several videos and news reports for good measure.

A photo showing an Evernote snapshot of all the research that went into creating the case study competition

A believable brand

Xceletra, the company at the heart of the case, was fictitious but it was important to create a believable organisation and brand—one that you could imagine being a real, live client.

To create such a brand, we first decide where in the market the organisation is positioned, what size it is, and how innovative/traditional it is in comparison to its competitors. We then look for a name that sounds authentic but is not in use by an existing company—an exercise that proved somewhat challenging in a sector as large and diverse as pharmaceuticals!

Drawing on the power of Facebook however, Xceletra was born. Our graphic designer, Robin Boyd, then skilfully designed its logo.

A photo showing the Facebook competition to name the company and different options for the Xceletra logo

Bringing Xceletra to life

With a believable brand in place, we next set about weaving the challenge into a credible story centred on a lifelike organisation: How many employees does Xceletra have? Which therapeutic areas is it focused on? How successful has it been to date? How many compounds does it have in its clinical pipeline? What is its organisational structure? Where does the competition challenge fit within the overall strategy of the business?

For the Case Competition, we also wrote two scripts, one of which was brilliantly acted and filmed by WBS students and staff. I have to say, we never thought collaborative script writing would become part of our job description but it was great fun and we were fascinated by the way in which each of our characters developed their own distinctive personality.

At the end of the day, our aim with any fictitious case is to blur the boundary between fact and fiction and for all participants to have an experience that is as true to life as possible.

A photo showing how we brought the case to life, with board members and scripts - photo shows us working with post-it notes to create the management script

Developing an illustrated brief

Part Two of the Competition Brief required that participants got to grips with a wide range of potential solutions—fast! To facilitate this process and to reduce the need for participants to undertake large quantities of primary research when time was precious, we employed visual communication.

With a background in design, Matt is skilled at communicating complex ideas in pictures and while he’s the first to admit that his illustrations will never win the Turner Prize, his drawings have been commended for their clarity and creativity.

A photo showing Matt Stocker creating the illustrations for the WBS Case Competition

Pulling everything together

With the core components in place, it was now time to pull everything together into a cohesive whole. Not only does the case itself need to tell a convincing story but a variety of other elements are also necessary to effectively communicate the logistics of the competition.

First photo showing some of the many elements of the case study competition

Second photo showing some of the many elements of the case study competition

From participants to judges, each individual needs to know what they should be doing and when. It’s also vital that key information is communicated to the right people at the right time. To ensure this, we created packs tailored to participants, experts and judges.

A photo showing all the packs for the case study, including those for the students, judges and experts.

The finished article

All printed and ready for the day…

A photo showing the participant briefing documents - part one and two

What they said

Feedback on the day was incredibly positive and we were thrilled. Abhishek Paryani, a member of the winning team from Lancaster University Management School, said:

All in all, it was a challenging exercise that gave us insight into the issues within the big pharmaceutical companies and it allowed us to come up, within the one week, with creative and multi-disciplinary solutions that kept in mind the different stakeholders involved.

Sue Thorn, Director of WBS CareersPlus, also wrote:

The energy and creativity that Matt and Debbie brought to the process has been amazing, managing to turn our initially sketchy concepts into credible and challenging materials to fully engage and stretch our participants. They took care to fully research the background markets and sectors we were using as a backdrop to these workshops so that the fictional companies created and business scenarios facing them were challenging, but also fully credible. They coped admirably with tight turnaround times, were flexible to cope with any changes in specifications that we made and engaged us fully throughout the process. The high quality and scope of the case studies, the tasks devised for participants and the associated briefing materials gained praise from many of the senior WBS alumni and recruiters that were in attendance.

To find out more about the day of the competition itself, catch up again with us next week!
WBS Case Competition 2013: On the day

24
Jul
Posted by Matt & Debbie Stocker, stored in: Our News  

We’re incredibly pleased to announce the launch of our new brand. The Stocker Partnership marks the next stage of our consultancy. It is a reflection of both where we find ourselves and where we want to go.

Check out our launch email below [click to view].

We hope you like the new look and can’t wait to catch up with you soon!

Stocker Partnership Brand Launch

17
May
Posted by Debbie Stocker, stored in: Leadership  Psychology  

A little while ago, I wrote about the need to recognise that every organisation is—in reality—the sum of its people and their individual acts. Recently, I came across a presentation by Joe Leech (User Experience Director of cxpartners) that offered some great insights—albeit from a rather different field.

Entitled Using UX to change company culture, the presentation is focused on web design and the problems of being non-customer focused but, broadly, the same challenges and principles apply to becoming people focused. In the second half of the presentation, Joe offers three suggestions on “what to do” to change company culture; I’ve adopted and built upon these here.

Image shows a screen grab from the final slide of Joe Leech's presentation. The text reads, "Encourage empathy. Humanise your words and approach. Tell stories." The words empathy, humanise and stories are highlighted in blue text, rather than black.

1. Encourage empathy

First and foremost, to truly understand your organisation, you need to empathise with people: employees, customers, partners, suppliers, shareholders and more. Put yourself in their shoes and experience the organisation from their perspective. What works really well and where might there be frustrations? How does your experience of the organisation change when viewed from their standpoint?

Tools such as empathy mapping can help, as can stakeholder engagement. Even when you feel you have a good understanding of a given person’s experience, it is often helpful to ask individuals for their views. Matt and I frequently encourage stakeholder engagement in our client projects and find that sometimes the answers can be surprising. In any empathic exercise, be prepared to really listen, be open minded and put aside any preconceptions you may have. Not only does this foster greater honesty but it also ensures you see the situation as it really is.

In July 2003, IBM conducted what has become known as their Values Jam: a three-day discussion via the corporate intranet about the company’s values. To begin, the comments given by employees were “disturbingly dissonant” and 24 hours in, “at least one senior executive wanted to pull the plug.” Thankfully, Sam Palmisano, CEO at the time, wouldn’t hear of it. To have pulled the plug would have been to deny the reality of employee experience and to ignore valid criticism. Instead, Palmisano listened, empathised and immediately made changes. And it seems to have worked: during Palmisano’s tenure, IBM experienced 21% annual growth in earnings per share and increased its market capitalization to $218 billion.

2. Humanise your words and approach

Rather than focusing on targets, percentages, quotas and the numbers, take time to focus on people. In Playing for keeps (which largely inspired my previous article), Frederick Harmon gives the example of a sales manager’s performance appraisal. Typically such appraisals are focused on measuring performance against numbers but Harmon instead asks:

What if her boss went beyond the numbers? What if he asked her to think about which of her recurring acts had the most power to increase profit? What if he then asked her to find ways to add more value to the way she and her team carried out each of those critical acts? What if they worked out ways together to measure her progress? What if he then regularly reviewed that progress in addition to her numbers every month? Think of the impact on her performance.

In his presentation, Joe Leech also gives a brilliant example from Jack Dorsey (co-founder of both Twitter and Square) who, when asked by Square’s newest Director, Howard Schultz, “Why do you all call your customers ‘users‘?” honestly answered, “I don’t know. We’ve always called them that.” Jack then went on to write a letter to his team explaining that they would be removing the term ‘users’ from their vocabulary and that it should be replaced with ‘customers’ or the more specific ‘buyers’ and ‘sellers’. He writes:

While it might be convenient, “users” is a rather passive and abstract word. No one wants to be thought of as a “user” (or “consumer” for that matter). I certainly don’t. And I wouldn’t consider my mom a “user” either, she’s my mom. The word “user” abstracts the actual individual. This may seem like a small and insignificant detail that doesn’t matter, but the vernacular and words we use here at Square set a very strong and subtle tone for everything we do.

Jack even goes so far as to end with, “If I ever say the word “user” again, immediately charge me $140” (emphasis his).

3. Tell stories

Story telling is a powerful tool to humanise any aspect of your organisation. The quote from Playing for keeps with which I began my last article is a story. It’s a story about the individual acts that together influence next month’s financial statement.

Anecdotes are stories. The tales that are shared over coffee about the latest conversation with a supplier or the most recent email from a colleague can be surprisingly informative. They are also a great way to share your own experience and can provide unexpected business benefit.

In an HBR webinar, Alex ‘Sandy’ Pentland shared the example of the call center of a bank which, in an effort to minimise “wasted time,” introduced “non-overlapping coffee breaks” to limit “personal contact and ‘non-essential’ communication.” Rather than bringing benefit, this initiative instead had an adverse effect. Unexpectedly, Pentland’s research team were able to demonstrate that shared coffee breaks allowed employees to disseminate important information about their experiences, which, in turn, enabled staff to improve their performance. As a result, the bank reintroduced overlapping breaks and “saw improved call-handling time, which translated into $15 million per year of savings.” In Pentland’s words:

Informal communication and the exchange of tacit information and best practices proved more valuable than formal team meetings, rules, and incentives.

Stories can also be used with effect in other ways. For example, what does your annual state of the nation report look like? Is it a series of mind-numbing numbers: “Customer complaints have decreased by 20%. Competitors have gained 5% market share. In the next year, we will be increasing departmental efficiency by 16%”? How much more engaging would this presentation be if you instead told a series of stories to illustrate and explain?

In his presentation, Leech gives the example of telling a customer story. Stories are great for understanding your customers and really help you to engage with their needs and situation.

Image shows a screen grab from Joe Leech's presentation. On the left is a photo of a young man with brown hair that looks as though it was taken with a webcam. To the right, a speech bubble shows the words, "I'm a new Dad, my girlfriend has just had a baby. We're trying to buy our first home but we can't get credit. I can't even get a credit card."

Simple stories (such as that illustrated by Leech) are a fantastic place to start but if you want to build a more detailed story, personas can enable a deeper understanding. Stories and personas provide you with a human reference point against which to answer questions such as, “Would this encourage Tony to buy?” or “Will Jill find this easy to use?”.

Since the dawn of man, stories have been a highly effective communication tool—they are easy to remember, evocative, descriptive and empathic. They bring a subject alive and ensure that you talk about real people and real life situations. Increasingly, stories are emerging as a management discipline and, for some, storytelling is seen as a key leadership competency for the 21st century.

Over to you

How could you further humanise your organisation? Your business is already its people but do you see it that way? Are you distracted by the numbers, stuck in a language rut or fearful of hearing what others really want to say?

I’ve offered three suggestions here but there will be many more approaches that you could take—I’m sure you’ll even have ideas of your own. Today, dare to open your eyes and to really see the people around you. Who knows what you’ll find—you may just uncover the true source of your organisation’s potential.

10
May

Our work with Lucid Computer Solutions has been featured in the May/June edition of C&W In Business:

Licensed to SPRINGup PR, Lucid Computer Solutions, and Stocker Partnership for free use PR and advertising purposes. Photo by Tony Charnock www.tonycharnock.co.uk 07770 48 48 88

Local IT support company, Lucid Computer Solutions, has flourished despite the economic climate achieving 30 per cent growth year-on-year.

With support from independent business advisor, Matt Stocker, a focus on strategic thinking and development has been key, says the company.

It was founded four years ago and, in the midst of a severe financial crisis and recession, it has overcome the challenges of growing from a small start-up to become an established company.

The local IT support business was started by Managing Director, Gavin Moorhouse, in 2008. It now employs a team of five, who look after over 150 clients from sectors as diverse as recruitment, law, accountancy and retail.

Lucid Computer Solutions has also achieved 30 per cent year-on-year growth over four years and has doubled its annual turnover in the last three years.

Gavin attributes the company’s success to focused strategic thinking, with which he has been assisted by independent business advisor, Matt Stocker. They have met monthly since 2009 to work on the strategy and development of the company, which could otherwise have been overlooked in the day-to-day running of the operation.

Gavin now sets aside one morning each week to focus on developing the business while his team handle ongoing business activities. As a result, Gavin has been able to plan and implement the development of a scalable business that maintains great customer service.

Gavin said: “Taking time to focus on strategy has paid huge dividends, especially in a downturn. I started this company because I love working with customers to provide a solution that is tailored for them. At the same time I know how vital it is that I think strategically about where my company is going.

“Working with Matt Stocker has been key to plotting a path to success for Lucid. Matt’s business mentoring has provided the incisive vision that was needed. I now feel confident that we can make this business a long-term regional success story.”

Matt said: “Gavin has successfully made the shift from technical specialist to IT company Managing Director. He has scaled his business better than most and the results are clear to see in the growth of his business.

“Not taking time to focus on strategic work means companies remain on tick-over and do not develop. It takes work to innovate and improve, without which companies can end up in ‘fire-fighting’ mode, responding reactively only after problems arise.

“Lucid Computer Solutions proves that strategic thinking, hard work and innovation can achieve growth despite an economic downturn.”

This article originally appeared in the May/June edition of C&W In Business, Coventry & Warwickshire Chamber’s official magazine. Photo by Tony Charnock, licensed to Matt Stocker Ltd and Lucid Computer Solutions.

15
Mar
Posted by Matt Stocker, stored in: Business Excellence  Leadership  Performance Improvement  

Do What You Say You Will Do When You Say You Will Do It

Also known as…

DWYSYWD WYSYWDI

I know, you’re looking at this thinking, “That’s an entirely unmemorable acronym!” and I agree. It’s completely forgettable and unpronounceable in fact! Except, the person who introduced me to this acronym was one of my university lecturers who also happened to be Welsh. So, when he first wrote the acronym on the board, we all assumed he was writing in Welsh! But, for all its superficial forgetableness, the unusual nature of the acronym has enabled me to remember it all these years later.

So why am I introducing dwysywd wysysdi to you now?

On the surface, dwysywd wysywdi looks rather innocuous. What’s the worst that happens if you don’t dwysywd wysywdi? Nothing? No big deal,right? In reality, when you don’t dwysywd wysywdi, it’s rare that nothing happens. Generally a lot happens—but it’s probably not the stuff you want to! From people losing trust in you, to customers walking away, to losing that promotion. Dwysywd wysywdi is a critical skill in all areas of life. (more…)

01
Mar
Posted by Matt Stocker, stored in: Cartoons & Illustrations  Technology & Web  

Cartoon showing a stick man leaning back in his chair in front of a computer with the Google web page open. He is on the phone and his speech reads, "Liz, Hi, Trevor here! You don't happen to know what time it is in China do you?" The caption below says, "Trevor sometimes failed to grasp the power and potential of the internet to answer his own questions"