Now is the time to radically restructure the Enterprise Agency movement. Bold, ambitious, misguided, impossible – all of these may be true with regard to the previous statement. But has the time come for us to take a good look at what we do and how we do it? I believe that the answer to this is a resounding yes. For the past 25+ years we have performed an important role, helping to perpetuate one of the longest periods of economic stability through careful nurturing of new businesses. The world is changing however and unless we adapt – in a radical way – we will not be around as a group for too much longer.
We are undoubtedly threatened but at the same time there are wonderful opportunities opening up before us – do you have the desire, will and ability to grasp them however? Too often I see people in the industry trying to defend impossible positions and then shouting loudly when things do not go their way. Change is painful but necessary throughout the life of any business and we are no different. Complacency and entrenched positions are our biggest challenge not competition.
On more than one occasion I have been told by agency executives and Boards that they would rather run down their reserves and close up shop than do what is necessary to change and survive – be that personnel changes, product offering, merger etc. To me this is the ultimate betrayal of the Enterprise Agency movement, where selfish and narrow interests take precedence over the needs of the clients that we serve.
I do not pretend to have a solution to meet every need and indeed it may be that in some cases there is no workable solution. What we must do though is look to continue our movement and enhance its strength through clear strategic thinking and with an open mind. Surely this is not beyond the ability of each and every one of us?
What I have just written may be seen as doom laden – I believe that this is far from the truth – we have many talents within the movement and they will ensure its survival. What I want to see though is more than mere survival – a thriving, innovative and effective Enterprise Agency movement. This needs urgent and open discussions to take place at a local, regional and national level to determine the best way forward in each of the sectors and areas in which we seek to be a major player.
The “new” network may be different to what we have now but the intention should be to help more people. If we do that then the structure, size and governance of agencies is a by product. I make no judgement on the best way to deliver our services; it could be through bigger and more efficient agencies, smaller but niche deliverers, a franchise arrangement or any other method. What I do urge however is that every effort is channelled into adapting to meet the challenges facing us rather than bemoaning our fate. If you lose a contract look at the reasons why you lost rather than seeking to lay blame elsewhere. If you do that and change the way that you do things then you have a good chance of winning the next contract and not making the same mistake!
Tuesday, December 23, 2008
Sunday, December 14, 2008
Business Support Simplification Programme
On Friday I was reminded that some agencies see BSSP as a spectre which threatens irreversible harm to their businesses. There is much speculation in the industry over what BSSP will mean when it comes into being. On the face of it a reduction in public sector funded schemes into simple "strands" which are easily understood by the businesses and entrepreneurs who are the target audience is hard to argue with. However many believe that it will mean the end for their projects and way of working and hence the series of defensive comments being made by those who are unwilling to change to meet clients needs.
Will government get it right first time? Of course not - that we can be certain about. However the general principles of BSSP are sound even if some of the detail does leave one concerned about gaps appearing. So should we fight it tooth and nail? Again a simple answer - NO! We should be at the forefront using our unique knowledge of client needs to influence strategy at both a regional and national level.
Unfortunately some organisations in the industry are taking a combatative role in releasing mischevious (and often wrong) press releases which will give them a moment of glory but burn bridges with the people that they are trying to influence. I hope that people think before dashing off a hasty press release which they will repent at leisure as contracts are lost and their business contracts.
I am a great believer in "telling it as it is", but to the people that matter directly, not through crass spats in the media. This is a last resort and once used your armoury is bare so use it carefully.
BSSP is a subject which I will return to several times as its impacts start to become clearer.
Will government get it right first time? Of course not - that we can be certain about. However the general principles of BSSP are sound even if some of the detail does leave one concerned about gaps appearing. So should we fight it tooth and nail? Again a simple answer - NO! We should be at the forefront using our unique knowledge of client needs to influence strategy at both a regional and national level.
Unfortunately some organisations in the industry are taking a combatative role in releasing mischevious (and often wrong) press releases which will give them a moment of glory but burn bridges with the people that they are trying to influence. I hope that people think before dashing off a hasty press release which they will repent at leisure as contracts are lost and their business contracts.
I am a great believer in "telling it as it is", but to the people that matter directly, not through crass spats in the media. This is a last resort and once used your armoury is bare so use it carefully.
BSSP is a subject which I will return to several times as its impacts start to become clearer.
Monday, December 8, 2008
So what really is partnership?
I was talking to a senior person in the public sector last week and the conversation turned to "partnership working". We had a difference of opinion as to what a partnership is and thus I thought it was a good topic to expand upon.
There is no doubt that “partnership” is an overused and often abused term, so rather than provide some technical description I feel that I can best illustrate my viewpoint through my own “golden rules” and practical example from my business. This is a partnership aimed at delivery of a contract.
Firstly a partnership does not have to be based on equality. Many people however seem to believe this to be the case – in my opinion this is better termed as a co-operative. In drawing together an effective partnership you should be looking to identify the strengths of each participant and then maximising these for the benefits of the client, funders and deliverers. Inevitably the contract value will not be split evenly but based upon levels of activity.
Secondly you always need a lead partner – someone who will take responsibility, financial liability, contract control etc. This partner should be rewarded for the risk and responsibility via a “top slice” of the contract value. Without a lead you are trying to run a contract by committee which is virtually impossible to do.
Next on my list is to establish a partnership before you need to! There is nothing guaranteed to put you at a contracting disadvantage more than a “partnership” hastily put together to win a tender. Start building good working relationships now and then when an opportunity presents itself you automatically have credibility. You are as strong as the weakest partner so chose carefully. I could go on but let’s look at effective partnership in practice:
1. New Deal – Almost three years ago over 20 enterprise agencies formed a partnership under the lead of NWES to win a multi regional contract which has been worth £1.5m each year. Our partnership was based on quality irrespective of traditional operating areas and we have not been afraid to police delivery and change operators if necessary to maintain the overall contract.
2. Thames Gateway – two agencies recently won an important contract by working in partnership with Business in the Community and a professional drama group to bring enterprise to life in a disadvantaged area. The partnership recognised the individual partner strengths to deliver something new and vibrant. This partnership however has been a long time in its formation and has been trialled in other areas before tendering for this contract.
There are many more examples of course so if you have yet to be a part of a winning partnership look to emulate your peers and secure your future.
There is no doubt that “partnership” is an overused and often abused term, so rather than provide some technical description I feel that I can best illustrate my viewpoint through my own “golden rules” and practical example from my business. This is a partnership aimed at delivery of a contract.
Firstly a partnership does not have to be based on equality. Many people however seem to believe this to be the case – in my opinion this is better termed as a co-operative. In drawing together an effective partnership you should be looking to identify the strengths of each participant and then maximising these for the benefits of the client, funders and deliverers. Inevitably the contract value will not be split evenly but based upon levels of activity.
Secondly you always need a lead partner – someone who will take responsibility, financial liability, contract control etc. This partner should be rewarded for the risk and responsibility via a “top slice” of the contract value. Without a lead you are trying to run a contract by committee which is virtually impossible to do.
Next on my list is to establish a partnership before you need to! There is nothing guaranteed to put you at a contracting disadvantage more than a “partnership” hastily put together to win a tender. Start building good working relationships now and then when an opportunity presents itself you automatically have credibility. You are as strong as the weakest partner so chose carefully. I could go on but let’s look at effective partnership in practice:
1. New Deal – Almost three years ago over 20 enterprise agencies formed a partnership under the lead of NWES to win a multi regional contract which has been worth £1.5m each year. Our partnership was based on quality irrespective of traditional operating areas and we have not been afraid to police delivery and change operators if necessary to maintain the overall contract.
2. Thames Gateway – two agencies recently won an important contract by working in partnership with Business in the Community and a professional drama group to bring enterprise to life in a disadvantaged area. The partnership recognised the individual partner strengths to deliver something new and vibrant. This partnership however has been a long time in its formation and has been trialled in other areas before tendering for this contract.
There are many more examples of course so if you have yet to be a part of a winning partnership look to emulate your peers and secure your future.
Wednesday, December 3, 2008
11 Things they do not teach you in schools
I thought that I would start off with the tale of what Bill Gates allegedly said to a High School class when asked to give a talk. This may or may not be true but I think that a few more talks like this in schools could be very useful! He talks about how feel-good, politically correct teachings has created a generation of kids with no concept of reality and how this concept set them up for failure in the real world. He had 11 lessons that you will not learn in school:
Rule 1: Life is not fair – get used to it!
Rule 2: The world won’t care about your self esteem. The world will expect you to accomplish something BEFORE you feel good about yourself.
Rule 3: You will not make $60,000 a year right out of high school. You won’t be a vice-president with a car phone until you earn both.
Rule 4: If you think your teacher is tough, wait until you get a boss.
Rule 5: Flipping burgers is not beneath your dignity. Your grandparents had a different word for burger flipping: they called it opportunity.
Rule 6: If you mess up, it’s not your parents fault, so don’t whine about your mistakes, learn from them.
Rule 7: Before you were born, your parents weren’t as boring as they are now. They got that way from paying your bills, cleaning your clothes and listening to you talk about how cool you thought you were. So before you save the rain forest from the parasites of your parent’s generation, try cleaning the closet in your own room.
Rule 8: Your school may have done away with winners and losers, but life HAS NOT. In some schools, they have abolished failing grades and they’ll give you as MANY TIMES as you want to get the right answer. This doesn’t bear the slightest resemblance to ANYTHING in real life.
Rule 9: Life is not divided into semesters. You don’t get summers off and very few employers are interested in helping you FIND YOURSELF. Do that on your own time.
Rule 10: Television is NOT real life. In real life people actually have to leave the coffee shop and go to jobs.
Rule 11: Be nice to nerds. Chances are you’ll end up working for one.
Some sage advice! In future posts I will be giving some examples of how enterprise is being taught in schools (or not) and provide some suggestions for nurturing the creativeness of children.
Rule 1: Life is not fair – get used to it!
Rule 2: The world won’t care about your self esteem. The world will expect you to accomplish something BEFORE you feel good about yourself.
Rule 3: You will not make $60,000 a year right out of high school. You won’t be a vice-president with a car phone until you earn both.
Rule 4: If you think your teacher is tough, wait until you get a boss.
Rule 5: Flipping burgers is not beneath your dignity. Your grandparents had a different word for burger flipping: they called it opportunity.
Rule 6: If you mess up, it’s not your parents fault, so don’t whine about your mistakes, learn from them.
Rule 7: Before you were born, your parents weren’t as boring as they are now. They got that way from paying your bills, cleaning your clothes and listening to you talk about how cool you thought you were. So before you save the rain forest from the parasites of your parent’s generation, try cleaning the closet in your own room.
Rule 8: Your school may have done away with winners and losers, but life HAS NOT. In some schools, they have abolished failing grades and they’ll give you as MANY TIMES as you want to get the right answer. This doesn’t bear the slightest resemblance to ANYTHING in real life.
Rule 9: Life is not divided into semesters. You don’t get summers off and very few employers are interested in helping you FIND YOURSELF. Do that on your own time.
Rule 10: Television is NOT real life. In real life people actually have to leave the coffee shop and go to jobs.
Rule 11: Be nice to nerds. Chances are you’ll end up working for one.
Some sage advice! In future posts I will be giving some examples of how enterprise is being taught in schools (or not) and provide some suggestions for nurturing the creativeness of children.
Tuesday, December 2, 2008
Hello and welcome
Welcome to my blog where I will be looking at a variety of topics under the banner of enterprise and business. This blog is aimed at anyone thinking of starting a business or for existing companies wishing to grow, survive and thrive in what is a very uncertain economic climate.
Enterprise means different things to different people and thus I will explore what enterprise means from the education system through publicly funded support to private sector provision.
I have run my own business for the last 15 years and so have experience in a number of fields and I will use this to flavour future posts.
If there is a specific topic that you would like to see me cover then do let me know. For now if you want to learn a little more about my company then visit the website www.nwes.org.uk
Enterprise means different things to different people and thus I will explore what enterprise means from the education system through publicly funded support to private sector provision.
I have run my own business for the last 15 years and so have experience in a number of fields and I will use this to flavour future posts.
If there is a specific topic that you would like to see me cover then do let me know. For now if you want to learn a little more about my company then visit the website www.nwes.org.uk
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