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Implementing an approach for Monitoring and Evaluation

Practical application of evaluation theory and design The UK’s HMT’s Magenta book sets out excellent advice on evaluation practice and the sorts of approaches that you can use.  This short paper focuses on the lessons from our own evaluation experience.  These complement and add to…


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5 key principles for managing change

Over the years I have completed a range of major change programmes involving individual and multiple organisations working together to improve the three “Es” of efficiency, economy and effectiveness of their services.  There are many books  and guidance materials on the subject  covering creating change…


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Ten Top Tips for Project and Programme Managers

Will your programme fail? This article is based on the authors’ experience in running projects and programmes in service industries. Aspects particular to other industries, for example major infrastructure projects, are not dealt with here. In this article I’ve tried to distil some of the…


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Organisation design and change

There’s always a tension between reacting quickly to new challenges and opportunities and taking a measured or planned approach to change delivery… a tension that often results in huge risks being accepted without full understanding of their consequences… …of course senior management always want quick…


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Whose strategy is it anyway?

Most organisations spend a fair amount of time each year at senior management level thinking about the future. This will almost certainly involve thinking about next year in commercial terms (sometimes referred to as “business planning”). If they are more adventurous, they will be thinking…


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Measuring Value for Money

Are we getting Value for Money? Good practice and common sense dictates that it is important to get good value from the money we spend and to optimise our return on investments.  Assessing VfM is not easy nor is it straightforward. Historically, particularly across many…


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Cost cutting : There is another way!

When organisations need to contain costs and drive efficiency, the ‘easy’ thing to do is to cut costs (usually staff) and focus on core activities – tactical moves which don’t solve the underlying problems and which perpetuate frequent and inefficient swings between growth and containment.…


Mentoring. Give it a try! Comments Off on Mentoring. Give it a try! Read more »

Mentoring. Give it a try!

What do I know about pigs? As a mentor, I didn’t need to know much about pigs at all. Just an understanding of what makes a good business tick, along with some time to listen and advise these budding young pig farmers. Oh yes, and…


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Blue Alumni consultant Sue Thompson working with Babcock International

Babcock International Group (BIG) is a £3bn turnover FTSE 250 company with an order book around £12bn.  In 2010 Babcock acquired Vosper Thorneycroft and introduced a number of integration initiatives.  One of these is the Group Procurement Synergy Programme (PSP) to drive efficiencies out through…


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How can I achieve Sustainable Change cost effectively?

There is little point in wasting time and expense of changing business processes, systems, organisation and culture if the change objectives are not met and improvements in performance are not sustained and built on. In order to do this, many businesses turn to the major…


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