Everything will be okay in the end. If it’s not okay, it’s not the end.”- John Lennon How are you? Thank you for visiting my website, especially…… Read more “Reboot your business with the leader’s personal guidance system: the POSITIVE Compass”
Mission is about “you”.
Vision is about “them”.
To succeed, you need both – and you mustn’t get them mixed up!
In a world where “experts” are derided, “truth” has become “post-truth” and “news” has become “fake news”, how do organisations become trusted partners with their customers?
In 2017, information has never been more readily available, and yet less trusted, by consumers. The 2016 Edelman Trust Barometer shows that just 28 per cent of Britons say they trust business leaders – and 59% would prefer a computer algorithm chose news for them than a human editor!
So, what should organisations do, to survive, and thrive, in this most competitive and unpredictable environment?
My first newsletter of 2017 has a new look and a new focus. It’s inspired by a quotation given to me by my friend, futurist Nick Price:
“Customer Experience isn’t simply the quality & arrangement of assets. It’s their orchestration.”
So this month’s newsletter reflects three aspects of my mission:
“I help organisations orchestrate their assets so that everyone and everything plays to their full potential.”
At BBC Gardeners’ World Live the first celebrity masterclass I attended was delivered by Joe Swift, a professional garden designer, writer and broadcaster who has been a regular presenter on the BBC Gardeners’ World programme for 18 years.
The theme of the well-attended session was “Garden Design for the Enthusiastic Amateur” (my description) – so of course I listened intently. As I did so, however, I learned much more than I was expecting, and not just about gardening. It’s perhaps no surprise that more than one author has used a garden as a metaphor for “growing” a business; however, stick with me.
Since Corbyn’s victory, he has moved quickly to put his values into practice: putting together a diverse shadow cabinet and repeatedly talking about the “new politics” where debate is welcomed and the Leader has no divine right to be right.
The challenges he will face – and I make no comment on his politics – will, however be formidable. The harsh reality of Leadership is that you can’t only have opinions on the issues you choose; and, if your Leadership style is based on consensus, you can’t choose to have a consensus when it suits you and be right when it doesn’t.
So my bottom line is that people are the key variable in any High Street regeneration initiative, and will ultimately determine the success of that initiative. At this point it seems appropriate to point out what happened to Tesco when it forgot that!
It’s my contention then that, the foundation of any High Street strategy or action framework – be it Portas, Grimsey, POSITIVE, a Town Toolkit or whatever – needs to be a SPACE MAN: