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Changing Times - This Issue
Welcome to November's issue of the Lamberhurst Corporation Newsletter "the changing times".
In this edition we have some articles which include:-
The Lamberhurst Corporation sponsors National Freelancers Day
To take part in the Quiz click the freelancers icon at:-
Efficiency and Effectiveness
Doing the right things and doing them right
by Paul Every
“Efficiency is doing better what is already being done. Effectiveness is deciding what to do better.”
Source: Peter F Drucker
In times of economic uncertainty organisations generally become very cost-conscious. Lots of time and effort can be spent on ‘efficiency programmes’; extracting as much cost as possible from the production of products and services.
Whilst this internal focus on getting things right is an important element of running a successful business, just being efficient is not good enough. Whether your organisation is in the private, public or third sector you must also operate effectively if you are to succeed.
Introducing Lamberhurst Consultant
 Rodney James Hare aca dip(fin) bbus, was Managing Director of a UK listed FTSE 250 publishing company with over 1500 employees and offices in six countries. For the last ten years he has applied his entrepreneurial skills to the establishment of a specialist publishing company which has now been successfully sold to a major publishing group. With wide experience in both large and small organisations he has a solid track record of delivering results. business excellence professional with over twenty years’ experience in organisational development, personal development and marketing. She delivers programmes in developing strategy and new products to SBU’s, small businesses and professional partnerships.
To read more about Rod click here
Case study: Recovery of a Warehouse Disaster
The client’s third party warehouse supplier had installed a new automated pick and pack system without the client’s knowledge. The new system failed and the client’s books were not being shipped. It was a key sales period leading up to Christmas.
Case study: Sales Growth Needed
A very successful book publishing division within a larger group was facing sales growth issues. After five years of launching new titles they found themselves with slow growth issues. New titles were not selling as well as older titles had, and sales of older titles where slowing. They seemed unable to expand through the retail channel at the rate required and profitability and cash-flow were being affected.
Introducing Lamberhurst Consultant
 Rachel Louise Whitehouse BA (Oxon.), MA (Oxon.), MBA (Cantab.) is an award-winning and experienced brand, marketing and communications development director with a proven track record in the strategic development of retail and destination brands.
To read more about Rachel click here
Case study: From Concept to Live Business in Mobile Payments
This privately owned company wanted to make profit for share-holders but needed to innovate to do so. Innovation was difficult and time consuming because all new ventures needed main board approval (from eleven UK banks) and share-holders were concerned with risk to integrity, brand and reputation of the core business if new innovation went wrong.
Case study: Improving Customer Care and Profitability
Legal claims took a long time to process by solicitor firms, typically on average 2 – 5 years; this occurred even where matters were straight forward. This meant low turn-over of claims; poorer customer care and service (because matters were shelved for long periods) and lower profit for firms. In addition there was a problem with certain panel firms who struggled to ‘convert’ customer enquiries and lost the customer and claim early on in the qualification process for unknown reasons.
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Lamberhurst Features:
How to find Growth in a Flat Market
by Rod Hare
Christmas may only be a few weeks away, but if your business is like many others in the UK, it may feel like Santa is a long way from delivering you a present. For many companies, the only growth that seems certain is the amount of confusion there is over the European debt crisis!
But, no matter what the market conditions we all still have sales targets to meet and limited time to achieve them. So how do you grow sales in a flat market? Here are some ideas to that might help.
To read the article click here
INTRODUCING LAMBERHURST CONSULTANT
 Lydia Hirst MA (Cantab) CMC is an experienced management consultant and trainer. A chemistry graduate from Cambridge, she worked for Shell Chemicals in the UK and internationally in sales & marketing as product manager for base chemicals, polymers and fine chemicals. She then became an ‘internal consultant’ specialising in Quality Management, Planning, Competitor Analysis and Business Process Management. In 1996, Lydia set up her own consultancy delivering Quality and Planning to small & medium sized businesses, corporates, charities and public sector organisations.
To read more about Lydia click here
Case study: Practice Manager Development
The PCT developed a “Step-Up” Model in 2010, which identified the need to develop practice managers as part of the changes to London’s primary care delivery. To secure QOF payments, GP practices were required to provide management development for their practice managers. Recognising the varied educational and professional background of managers in this role, the PCT commissioned the provider to “raise awareness” of the development need and to design bespoke programmes at three levels: Business manager (Post-graduate), experienced practice manager (under-graduate), first-line manager or aspiring PM (level 3).
Case study: Maintaining Innovation whilst Enhancing Structure
A highly successful organisation that was beginning to exhibit serious problems, a promise of innovation was not being fulfilled; the time taken to develop new products was too long, so that customer promises were not fulfilled. Quality was suffering and generally all areas of the business were suffering from poor systems, communications and processes.
Brainteaser by Ian Watson
‘Vacuum’ is often said to be ‘empty space’, which is tautological. Do the same with:
a) icy
b) donation
c) near to
d) assist
e) could
f) place of refuge
g) aggregate
h) not valid
i) all
j) connect
As an added bonus, correct these to their right form, and give the reason why:
k) The Milky Way Galaxy
l) The Sahara Desert
m) River Avon, River Ouse, River Tyne
n) Pendle Hill
Brainteaser Answers click here
On This Day - 21st November
1620 Mayflower reaches Provincetown
1694 Voltaire born
1877 Edison invents the phonograph
1929 Salvador Dali has his first exhibition
1989 House of Commons televised for the first time
Quotes of the Month
The golden rule for every businessman is this: put yourself in your customer's place.
Orison Swett Mardon
Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy.
Norman Schwarzkopf
Life is too complicated not to be orderly.
Martha Stewart
Lean Philosophy
by Lamberhurst Performance Practice Group
“The focus of Lean Philosophy is execution in response to real customer demand. Given the constant changes in supply, demand, product and capacity, lean initiators have to become experts at dealing with this supply chain volatility in all aspects of the business. Your ability to rapidly and reliably respond to unanticipated changes is essential for business success.”
Nimbus Consultancy
· Lean is exciting and transformational; people enjoy it
· It embraces all aspects of business, sales, marketing, production, distribution, after sales, and involves all types of industry both private and public sector.
· Lean is a way of thinking and behaving, centred on creating new value for customers and eliminating wasted activity.
· Lean is the key to greater and greater competitiveness-radical breakthroughs are commonplace.
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