There are many good reasons to join IOD as a member. There are also some dubious reasons why you should not join. In this article I give you my honest opinion about joining and what to expect.
̂ A dictionary/encyclopaedia approach to defining strategic advantage, global and regional analysis, future direction, capturing opportunity, opportunities for investment and team innovation.
Unfortunately we all know at all work we now must be down by between 8% and 9%. With young people not having saved or bought capital equipment to be able to work for themselves or the gyms are closed. Everyone is struggling to survive, get by, sustain their income, pay bills etc.
We are not immune to external forces either. Ant inflation is gathered by using information available on the internet and gathering economic models that project value, assessing risk, establishing when we need to act and when we do not. This process helps us set up our strategy over the next 4 to 5 years, setting out who gets what, when and why.
Once our strategy is defined by Decisions Drive Action, then it is time to re-arm the financial engine by acquiring, positioning, refining, transforming companies for consistent and predictable revenue growth.
It then uses historic data to determine how drivers of growth and future revenue will unfold in each of the company’s segments. Analysing historical data helps analysts discover how to create balanced growth portfolios for each of the largest, most liquid and most diversified asset classes.
With the massive shift towards Digital in the corporate world, and new technology entering every corner of our organisations, it makes sense to do our strategic planning and analysis on alternative future future paths. In this virtual format or ‘paperless’ briefing, it’s time to prop open the annual review meeting with 2018 in mind. We will embed our recommendations for improving the performance and value of our companies for the upcoming year, guiding the review.
While much of 2021 has been a focus on transformational change, some organisation want clear strategies for the next or current year. Guidance on future prospects is useful, but sometimes renders out strategy obsolete. It is rare to find a board or management team with a true vision for the organization. As we move into the New Gilded Age, where competition and innovation reign supreme and innovation is a key driver of growth, shared visions will be what drives value.
A “what we do” statement, Defining you as a brand or individual and How we do,
When I joined IOD a couple of weeks ago we were collectively looking at a future which looked very different to the reality of 2021 and much more sustainable. Events had drastically altered our horizon even if the underlying impact of economic disruption remains with us long after the disruption is occurring.
What will 2021 bring? The fintech market, once the big money field, is being disrupted by blockchain technology. The IoT market which comprises everything from connected light bulbs to connected washing machines is not going to recover next year. Snap-on, Featherbed and ToughWear have all been drastically disrupted, and what’s once the industry of millennials and Gen Z to millennials and Gen X are now at each other’s throats.
Any solid practitioner in fintech will tell you disruption is usually much more severe than briefed and IOD has to be very conscious of the ongoing societal and economic effects of disruption as well as the external environment.
The reality of 2021
This year has seen a massive level of disruption in almost every commercial sector imaginable becoming the stock market crash of parochialism, Lockdown and UBI. The fintechs have been hit particularly hard as they rely on continuous connectivity to the internet to offer their services to their clients around the world. Financial services can lose access to markets and thus customers.
People used to talk about reliability and availablility and now people talk about scalability, market depth and “such and such”. Financial services and telecoms were once the two main areas of study for those looking to make money quickly.
For many of you, this will come as a surprise as they were not on your radar. It is incumbent upon business leaders to monitor societal and economic trends closely. Often it is hard to know when a trend is going to emerge or intensifying due to simplification/paradoxical proximity. Where the trends are is not always obvious, so much so that companies easily fall into a digital rabbit hole where the only thing they think of is to deliver the first order of business to their users or “get it over with”.
The complacency which is often experienced by businesses submitting to catastrophic demands is always a dangerous addiction to deliver growth at any cost assumed that this is always the right thing to do (for you) at the cost of being true strategic leaders.
The meeting started with a short presentation about what high performance is not. Allnutt then set out to define what high performance means for the business and then focused on understanding the metrics that could ensure high performance is met.
So called high performance is not defined in the same way as fooling around with the numerical value in a sales meeting. A true metric goes far beyond these things. In IOD we map performance against KPIs such as revenue, market share, net profitability and profitability.