Shops Closed Down In Fleet, Hants
Is business working?
Why do current business models not work?
How many management teams today still:
“Believe that as their business model has worked for the past 20 years why should it be any different now?”
“Live with the ‘hope factor’ when profits are down or even worse business levels are unsustainable and wonder what are they going to do?”
“Think the customer needs them more than they need the customer?”
“Scratch around for new business instead of seeking to create demand?”
“Fail to motivate, support and empower their workforce and treat them like mushrooms?”
Today businesses have to survive in what is regarded as the deepest recession the UK has experienced but how many are taking a cold hard look at their business model and putting it through a ‘stress test’ to make sure they will still be trading when normal economic conditions return? Not an unfair question but is the right question “Businesses should be facing up to the fact that current trading conditions may be the norm of the future and as a consequence business planning, management strategy, sales strategy, the margin for the risk, right people – right job empowered and accountable with roles and responsibilities clearly defined, adaptability, expectation management, customer service are key elements of any Management Meeting? In short focus on matters of importance. Does ‘survival of the fittest’ ring any bells?
Standard business models are fast becoming, if they are not already, a thing of the past and if businesses do not embrace change then they too may be a ‘thing of the past’ sooner than they think.
Instead of accepting the recession as a reason for poor performance perhaps businesses should wake up, smell the coffee and accept responsibility for their own actions or lack of them, after all key stake holders will not expect to hear the same story (excuse) more than once. Some people just don’t like change mainly because they do not understand it.
There is no such thing as a problem. A problem is merely an issue requiring a solution!
And they complain about Bankers’ bonuses?
Now Mr. Dizaei has been found guilty a second time, can someone please explain to me why he is not required to repay the £180,000.00 he demanded in back-pay when his first conviction was quashed?
Even though he has been convicted again, he will still continue to receive his salary until the Metropolitan Police Service dismisses him, which may not be until after his next appeal!
Why is he going to be allowed to appeal for a second time? Do we have such a flawed judicial system that we cannot rely on TWO juries being right? This is an unbelievable abuse of the judicial system of this country and a phenomenal waste of taxpayers’ money.
Similar to Abu Qatada, we seem to be willing to spend thousands of pounds on the scourge of our society, instead of focusing on the real issues of justice.
Arcadia to close 250+ shops – and next?
Philip Green announced this morning that between 250 and 260 of Arcadia’s stores – which includes BHS, Top Shop, Wallis, Burtons etc. – will close. Arcadia own numerous stores, but this is going to be a big impact on the high street.
What are the potential consequences? Have you noticed how, in your own local shopping centre, when stores close they stay empty for longer? A couple of years ago, when a shop closed, the store re-opened within days as something else. Now, a store closes and no-one wants to rent the space. One key reason for this is our increase in shopping on-line and the other is the economic downturn.
Now imagine that you own one of these shopping malls. How long could you survive without the rent these empty stores should be bringing in? I don’t know the exact answer, but my prophecy is that it will not be much longer before one ‘goes pop’ – and then others will follow, similar to the banks did in 2008.
Watch this space……
Because we care…. I don’t think so!
Apparently Morrison’s supermarket chain are willing to share their poor performance with the world. I have been a customer of theirs for about three years, since they became the closest supermarket to where I live, so I have been looking to see what packaging I can recycle, when it’s empty.
There have been two or three items I buy regularly, which have this wording on the packaging
.
If they care so much, why has it taken them three years to do nothing about it? Either they don’t care and aren’t doing anything about it or they have an inability to influence their suppliers; both of which are indicators of their poor performance.
The lesson here? If you say you’re going to do something then do it, as your customers will notice.
No ‘no-fly’ zone here, then?
It’s nice to see that the UN is threatening sanctions against President Assad of Syria for killing more than 450 civilians.
At least this protest warrants media coverage. Bahrain’s Prince Salman bin Hamad Al Khalifa has ‘withdrawn’ his acceptance to Friday’s Royal Wedding, in response to criticism of alleged shooting of peaceful demonstrators by government troops. Have you noticed how many times the disturbances in Bahrain have been mentioned on the news?
We are, allegedly enforcing a ‘no-fly’ zone in Libya to prevent the killing of innocent civilians. And the enforced no-fly zone and military intervention to protect civilians in Syria and Bahrain is …..?
Have we done it again?
Never mind the rights or wrongs 
of becoming involved in Libya, the question for me is, ‘what happens after the military have achieved their objectives?’ I am hoping that the western world has not entered yet another conflict without an exit strategy.
Having done some work for the Foreign and Commonwealth Office to develop a programme for a joint police / military strategic steering group, I feel that I can speak with some authority on this issue.
It’s a difficult decision to enter into another country’s internal conflict, but it’s not one that should be made without a clear understanding of the strategic objectives and a ‘return to normality’ strategy. We didn’t have one in Bosnia, either of the Iraq wars or Afghanistan and I just have a fear that we could leave another nation struggling to recover after our ‘assistance’ has ended.
Hopefully I will be proved wrong – I hope so!
This WILL NOT affect front line services.!!!
20% cutbacks for public services – ‘But the this will not affect the front line delivery’. Wooah I think I am hallucinating as a pink pig just winked at me as it passed the bedroom window. Did we really think those running our public services would look across the boardroom and ask each other which one of them was going to be part of the cutbacks?
I think not – imagine the scenario “Okay we have a situation and many in our team have got to go due to the government cuts, any ideas?” Would a single one suggest they and their department were surplus to requirements?
The filtration effect now kicks in as names and roles are put forward as favourites for the chop, the reasoning seems a little hazy – umm no Senior Officers or Executives leaving then? “Well my desk helps steer a steady ship and without it the organisation would be rudderless”. “Ah yes, of course you are right” answers the government official “What about those guys who cause all that trouble ‘kettling’ the students? Maybe they will not be missed”.
Read Alan’s informed thoughts on this here.. and see how we think the cuts should look.
HMS Ark Royal – last days!!!!
There are times that objective performance decisions don’t reflect the mood of the masses. A classic example of this is the decommissioning of HMS Ark Royal, which I am sure makes sense to accountants.
However, there is a pride element of a country having such an iconic ship that is not able to be costed. If you don’t believe me then try watching Grahame’s video about his visit without emotion.
Another winter of discontent
It’s not often I regret being correct, but this is one of them. In March I wrote the Summer of Discontent revisited outlining the need for all organisations to have a business continuity plan.
The events of 9th December have, unfortunately, proved me correct. The ‘student protest’ proved that it is not only the police who need a strategy for unrest, so do all the owners of public buildings and every commercial organisation. Could your organisation be the next Top-Shop?
Strange as it may seem, I would also
advocate that every group that wants to make a protest should also have a clear strategy for being ‘hijacked’ by extremists. Will the 9th December 2010 be remembered for the day students protested against increased fees? No, it will be remembered for the day that a royal car was attacked and the day when rioters attacked government buildings and shops in Oxford Street, such as Top-Shop. Would the majority of students want it remembered for that? No, they would want their point to make the headlines, which makes this type of protest useless unless the organisers can keep the focus where they want it.
I do not profess to have any crystal ball to realise what may happen in the future. Good leadership is about learning from the past, dealing with the present and planning for the future. In previous downturns and when Governments propose unpopular decisions there is a backlash by way of industrial disputes or protests. In recent years a number of these have been hijacked by a minority intent on using the occasion as an excuse to cause unrest and damage property.
The United Kingdom cannot afford the current level of spending on public services and has made a series of difficult decisions that will be unpopular. At the same time many organisations are still announcing job cuts, so you do not need a crystal ball to realise that these kinds of incidents are going to increase.
Therefore, at the moment ‘dealing with the present’ means planning for the future and having robust business continuity plans that are communicated to all of your staff. If you choose not to then, when it all goes wrong, don’t be too quick telephoning the police. They may well be occupied dealing with other industrial disputes and protests.
