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The Crucial Question: How Do I Eloquently Review the True Business Leadership of My Organisation, and Embrace Its Opportunity to Lead in Sustainability?
Read MoreWe now face an existential challenge that, in part, may have been driven by our own lack of long-term systems investment. Which leads me to question how can we operationalise sustainability when our systems are already underperforming?
Read MoreToday with mandated sustainability & climate reporting now impacting all businesses around the globe I am curious to ask what position is the CFO being asked to fulfill?
Read MoreIn today's rapidly evolving business landscape, finance professionals and CFOs find themselves at the forefront of the strategic decisions that shape the future of their organizations.
Read MoreWhatever our reason is/was for starting out under own steam how many of us have thought about what is involved and more importantly how much money will I need to be able to maintain my living costs whilst being able to grow my business. I call this our financial runway.
Read MoreHow can we take the ecosystem of a major transport hub, such as an airport and apply those fundamentals of structure, process and people to our own professional journey.
Read MoreIt’s true that what gets measured, matters. Without measure how do we know is something is on track, falling behind, fits into our values, aligns with our strategy, or is even relevant to our goals, should we be spending time on it?
Read MoreIt’s true that what gets measured, matters. Without measure how do we know is something is on track, falling behind, fits into our values, aligns with our strategy, or is even relevant to our goals, should we be spending time on it?
Read MoreA BCP is a document outlining what processes should be followed in an emergency. All the hard thinking and planning for what action to take when we are faced with a ‘trigger event’ has all been done in ‘peaceful’ times, when we could approach it in a methodical, clear-minded way, rather than in an environment clouded with emotion.
Read MoreThis era of COVID-19 has given me pause to think about – and rethink – a lot of my assumptions and things I have taken for granted. Like the concept of time and the meaning of the words we throw around with abandon.
Read MoreWhat had gone wrong? I believe the business had lost sight of the basics. There was a lack of effective leadership, little strategic direction and a dearth of reporting capabilities. Not only had business plateaued, the company had lost direction and stalled. It was missing clarity and a strategic plan.
Read MoreI have been consolidating my thinking this year – being forced to stay home tends to sharpen your focus on the important things, I’ve discovered – and have calibrated my internal compass. This has given me a clear direction for the next decade in terms of what I want to deliver to the world.
I guess you could call this my ‘how’ stage of thinking. I’ve always been very good at the ‘what’ – that is, working out what I want to achieve – but it was time I pushed myself into the ‘how’ – that is, how I will go about achieving those goals.
Read MoreWe hear it all the time in business, especially in times of crisis: We all need to step up. Well, if ever there was a time to do that, now is it. The COVID-19 crisis will only exacerbate the frustrations I was already seeing at levels below the CFO in many organisations. Group finance managers in larger multinational organisations have long been telling me about the challenges…
Read MoreIf you are like me, the feelings of fear and uncertainty about where this COVID-19 pandemic will take us are being at least partly offset by a sense that now is the perfect time to think creatively, and disruptively, about the future and our part in it. I know some people, unfortunately, have found themselves suddenly without work, while others have been forced out of their workplaces and are working from home.
Read MoreThis COVID-19 pandemic has caused, and will cause, a seismic shift in how we go about our life and business. So, with the balancing act between opportunity and danger in mind, I have put together a series of articles called Creativity in a Crisis and in this, my first one, I’m looking at the power of the trigger event.
Read MoreI have talked a lot about strategy, including having a 10-year plan and clarity about what is important. But I was challenged on this at a women’s networking function I hosted recently. The question was: isn’t a linear 10-year plan too rigid, going against all my ideas about allowing for new thinking and looking out for opportunities?
Read MoreTwo of the situations I regularly find myself in thanks to my various roles are committee meetings and networking events. Both scenarios have taught me a lot about getting the best out of the people around you, and out of yourself, whether you are ‘in the chair’ or ‘out of your chair’ at the time. Let me explain …
Read MoreJust lately I’ve been watching my behaviour from the outside. With the help of a business coach, who is my sounding board as I shape and explore opportunities for the coming decade, I’ve been removing myself from my business bubble and watching from an outsider’s perspective.
Read MoreWhen you think about it, we spend most of our formative years learning things other people tell us we need to know. Our parents, guardians, teachers, coaches, mentors and many others guide us through early development, school and then, for some, college or university. That’s at least 20 years of academic learning (and, of course, life learning, which requires a whole different conversation), during which we do make some decisions…
Read MoreI seem to have my best thoughts when I am travelling. Maybe the change of scenery helps to shift my BAU (business as usual) thinking and tap into something more creative. The escape from normal routine seems to allow me to explore and think differently. Note to self to explore that more often!
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