Author: 162325266

Current users of IT asked to exercise restraint in the interests of future generations

Prof Colin Coulson-Thomas, Chairman of Adaptation and President of the Institute of Management Services, called for restraint in our use of IT during a talk on ‘Enabling or Disruptive Technologies: Lessons, Risks and Issues’ at the 2019 Global Information Technology Summit. Drawing upon his experience at Xerox, as a vision holder of complex transformation projects when energy markets opened up in the UK and overseas, and as a co-founder and chair of a winner of national and international innovation awards he also touched on the privacy versus security debate and how boards, governance arrangements and collective decision making struggle to cope and Governments and regulators play catch up.

Xerox PARC developed and used helpful AI environments in the 1980s. Their wider use has been agonisingly slow. The Adaptation chairman sometimes finds the least understanding of IT in corporate boardrooms. “The potential of AI seems to be forever ahead of our willingness and ability to sensibly employ it. Insecure directors do not know to whom to turn for independent and objective advice”. He suggested that our view of IT depends upon our perspective: “In themselves, information technologies are neutral. Whether they help us or harm us depends upon how we use them, who uses them, and for what purpose. We can use them to improve existing activities or to enable new business models.”

Coulson-Thomas finds that “Innovation is often agonisingly slow and more talked about than practiced. Many boards are risk averse and influenced by vested interests. They protect existing activities rather than enable new business models. While process vision holder of complex transformation projects as energy markets opened up, I encountered a willingness to spend millions on new suites  of processes and systems that were largely the same as those used by most competitors, but a reluctance to spend relatively small sums on practical performance support tools that would quickly transform how people undertook difficult jobs, differentiate and deliver multiple other benefits for both them and the organisations concerned, while providing huge returns on investment.”

The Adaptation chairman believes: “Many inter-related challenges and opportunities are not addressed because CEOs and boards do not have a single department or an objective and trusted adviser to refer them to, and/or a collective or collaborative response is needed. IT governance and decision making needs to improve. We must think longer-term and be more flexible, responsible and practical. We need lifestyle changes and innovative and sustainable IT applications that address environmental and climate change challenges.”

Coulson-Thomas finds that: “Many young people are increasingly worried about the implications of our use of finite resources, including certain rare minerals and the question of whether, without innovation, future generations will have access to IT as we know it.” He concluded with some questions: “Will there be enough rare minerals to enable future mobile and other devices to be built? Unless innovation occurs, will our children and grand-children have to scavenge for rare minerals in thrown away devices in dumps of our rubbish during extreme weather events? Will we exercise restraint today to transform their tomorrows?”

The first day of the 2019 Global Information Technology Summit was held at the London School of Economics. The second day was hosted at Westminster in Portcullis House. Colin’s previous involvements with the UK parliament include being Chairman of BIM’s Crossbencher Parliamentary Liaison Programme and thirteen years on the Council of the Parliamentary Information Technology Committee (PITCOM). Prof Colin Coulson-Thomas, chairman of Adaptation and author of Winning Companies: Winning People and Developing Directors has been involved with IT for over 30 years. In addition to a variety of public, private and professional leadership roles, he has advised directors and boards in over 40 countries.  Details of his latest books and reports on critical success factors and quicker, more affordable and less disruptive ways of transforming performance and practical support tools can be obtained from: https://www.adaptation.ltd/

Responsible leadership requires a change of gear and shift of focus

Business leaders are in danger of being regarded by their children and
writers of their obituaries as self-absorbed talkers and complacent
ditherers if they do not act on climate change according to Prof Colin
Coulson-Thomas. Speaking at the World Congress on Leadership for
Business Excellence and Innovation, the author of Winning Companies;
Winning People pointed out: “Recently thousands of children walked out
of school to campaign for action to address climate change. The
consequences of our inaction will really bite in their lifetimes. Why
are we trashing their futures? Leadership should be concerned with
giving a lead and providing direction.”

The Adaptation chairman finds: “Some boardrooms seem like bunkers in
which people hunker down and hope for the best as storms of change and
opportunity rage outside. Some directors who rarely meet customers and
investors defend their inaction by saying the timing is not right or
that stakeholders are not yet ready. With climate change, if we wait
for other people to catch up we may condemn our children and
grand-children to a future of scavenging in dumps of our rubbish while
dealing with extreme weather events.”

Coulson-Thomas also finds: “Too many boards interpret building a
resilient business as ensuring the survival of current activities
rather than creating a more sustainable business model. They view
certain technologies as disruptive of existing approaches rather than
as enablers of new possibilities. They react rather than initiate and
become victims rather than beneficiaries. They also lack a systems
perspective and do not see the interconnectedness of events.”

The professors investigations reveal: “Transformational leadership is
more often mentioned than effectively practiced. It implies
transformation from one state to another, during which requirements,
situations and priorities can change. Restructuring, re-engineering
and transformation can be lucrative for those who advocate them and
are hired to pursue them, but as I have set out in a series of reports
there are more affordable, quicker and less disruptive routes to high
performance organisations.”

Coulson-Thomas explained; “Before restructuring, re-engineering or
transformation can be completed, original goals may already be out of
date. More flexible, imaginative and relevant strategies are required
such as reinvention, intelligent adaptation or the adoption of a new
model of organisation and operation such as the flexible network
organisations I have advocated for over 25 years. They can expand and
contract, evolve and grow organically as required. Leadership needs to
span boundaries and such networks of relationships to facilitate
collective responses.”

The professor finds: “Innovation is also more talked about than
actively embraced. The risk aversion of many boards, their desire to
protect existing positions and practices, and their fear of
uncertainties associated with genuine innovation result in them
becoming obstacles to change. The Managing Intellectual Capital to
Grow Shareholder Value investigation I led revealed that many areas of
intellectual property with the biggest potential were not being
managed. Some companies could be many times larger and more valuable,
if their IP was exploited by licensing, franchising or a different
business model. They are held back by the lack of imagination of their
directors.”

Coulson-Thomas believes: “Agility is an issue because many
organisational and board structures, strategies and practices are
inflexible. Unexpected events happen, yet many boards remain tied to
monthly meetings and annual calendars of business. They use a cycle of
strategy analysis, formulation and implementation that does not
reflect the reality of the contemporary business environment. Many
financial measures of performance overlook missed opportunities or the
exponentially rising future cost of the consequences of delays.
Responsible and transformational leadership requires a change of gear
and a shift of focus to the innovations we need to address certain
challenges that threaten to overwhelm us and create and seize
opportunities to build a sustainable future.”

The professor was speaking on transformational leadership for an agile
and innovative corporate strategy at the 29th World Congress on
Leadership for Business Excellence and Innovation which was held at
the Hotel Habtoor Palace, Dubai (UAE).  Prof. (Dr) Colin
Coulson-Thomas, Adaptation chairman, President of the Institute of
Management Services and leader of the International Governance
Initiative of the Order of St Lazarus, has helped directors in over 40
countries to improve director, board and corporate performance. An
experienced chairman of award winning companies and vision holder of
successful transformation programmes, he is the author of over 60
books and reports and has held public appointments at local, regional
and national level and professorial appointments in Europe, North and
South America, Africa, the Middle East, India and China. Details of
books and reports summarizing his investigations can be found on:
https://www.adaptation.ltd/

10 / 3 / 19

Business leaders should appeal for ideas for alternatives to current
offerings and more sustainable and less environmentally damaging
business models

Responsible business leaders should appeal for fresh ideas and engage
more with younger generations upon whom the future of mankind depends,
according to Prof Colin Coulson-Thomas speaking at the 13th
International Conference on Corporate Social Responsibility. According
to the author of Winning Companies; Winning People: “We need to open
up to them and engage, involve and trust them. We need to inspire them
by articulating challenges and opportunities in terms of causes that
capture their imaginations and motivate them.”

Addressing fellow directors Coulson-Thomas argued: “We need to be role
models of more socially responsible leadership. We need to pass on the
batons of creative enterprise, inspired entrepreneurship and more
inclusive capitalism. We need to build the cultures and working and
learning environments and put in place the mechanisms and models that
will allow younger generations to use current and future innovations,
their time and natural resources wisely.”

Coulson-Thomas suggested: “Young people are sometimes cynical and wary
in their views of business. They see a gulf between the rhetoric of
concern for the environment and widespread practices such as built-in
obsolescence, shortening the life of products and withdrawing
servicing and support to force disposal and replacement purchasing
rather than repair. They see current business priorities, practices
and models continuing largely unchanged, while the actual and
potential costs of coping with the consequences of climate change and
other maturing risks rise exponentially with every year of delay.”

The Professor issued a warning: “Thinking young people ought to be
worried. Will they spend their later years scavenging for rare
minerals on mountains of our contaminated waste? We need to reassure
young people that we are not mortgaging their futures – and our
children’s and grand-children’s futures – for our own short-term
benefits. Incremental improvement of current practices and models may
not be enough to address many of the challenges we face and seize
related opportunities. We need “get out of jail” cards. Creativity,
innovation and entrepreneurship could be the answer if we embrace
them.”

Coulson-Thomas believes: “We may need to look beyond the usual
suspects and those whose views of what is possible derive from a
previous era. Throughout history some of the biggest breakthroughs
have come from outsiders. As business leaders, we need to inspire
creativity, encourage and enable innovation and support
entrepreneurship and social entrepreneurship.  As directors we should
appeal for ideas, including ideas for alternatives to our current
offerings and ideas for more sustainable and less environmentally
damaging business models.”

The Adaptation chairman pointed out: “Actively trading companies often
have premises, accounts and HR departments and – importantly- direct
access to potential customers. They hold licenses to operate and they
have a trading history. We have all of these things that most start-up
entrepreneurs lack. We could offer to work with selected entrepreneurs
to help them commercialise promising ideas. In some cases we could do
this on a collaborative basis and take an equity stake.”

Alongside multiple challenges Coulson-Thomas who also leads the
International Governance Initiative of the Order of St Lazarus
believes there are also historic possibilities, such as to remove the
threat of leprosy: “The disease which is now curable has been a
scourge of mankind since when the founders of the world’s great
religions walked upon this earth. There are opportunities to increase
awareness, early detection and treatment, stop discrimination and
promote inclusion.

Prof (Dr) Colin Coulson-Thomas, Adaptation chairman and President of
the Institute of Management Services, has helped directors in over 40
countries to improve director, board and corporate performance. An
experienced director, board chair and process vision holder of complex
and mission critical transformation programmes, he holds a portfolio
of national and international leadership roles, has held public
appointments at national, regional and local level, and has had
professorial roles in Europe, North and South America, Africa, the
Middle East, India and China. He is a Fellow of the Institute for
Responsible Business and received the CSR Lifetime Achievement Award
at the 2018 CSR Leadership Summit. His recent publications can be
obtained from policy publications: https://www.adaptation.ltd/

25 / 1 / 19

New graduates told that faced with global warming the future of
mankind was in their hands

Prof Colin Coulson-Thomas, chairman of Adaptation and author of
Winning Companies; Winning People, has received an honorary doctoral
award from the Sri Sharada Institute of Indian Management-Research
(SRI SIIM) in New Delhi, India. The degree of doctoral fellowship he
received at the institute’s 2018 convocation was: Doctor of Humane
Letters (honoris causa).

The citation announced that the award was in recognition of
Coulson-Thomas’ “outstanding contribution to the world of academics
through compositions, research and developments”. In his acceptance
speech he said: “I’m just happy to be alive and do not have a long
list of awards. I have accepted this one because I have great respect
for this institution and its people.”

Coulson-Thomas offered his congratulations to all those graduating at
the convocation. He told those just completing their studies: “I
believe in your potential to make a difference. With challenges such
as global warming, the future of mankind is in your hands. You inherit
a growing range of promising technologies. Please use them, future
innovations and your time wisely.”

Recipients of awards from Europe, Africa, Asia and the Middle East
ranged from senior academics and music maestros to leading
politicians, international bankers and prominent industrialists and
philanthropists. The award presentations were made by the Chancellor
cum Chairman of SRI SIIM, author, scholar and diplomat Rev Dr Swami
Parthasarathy and Justice Narasimha Reddy, Chairman of India’s Central
Administrative Tribunal.

Doctoral fellows were presented with a degree certificate in a folder,
a mounted metal plaque in a display container and a medal in a
presentation case. The roots of the Institute and associated temples,
monasteries and schools go back to a centre of vedic teaching in the
ninth century. SRI SIIM aims to prepare students for a life in
responsible business underpinned by universal values.

Prof Colin Coulson-Thomas, chairman of Adaptation and author of
Winning Companies: Winning People and Developing Directors has been
involved with India for over 30 years. In addition to a variety of
public, private and professional leadership roles, he has advised
directors and boards in over 40 countries.  Details of his latest
books and reports on quicker, more affordable and less disruptive ways
of transforming performance can be obtained from:
https://www.adaptation.ltd/

5 / 12 / 18

Responsible leadership requires a change of gear and shift of focus

Business leaders are in danger of being regarded by their children and
writers of their obituaries as self-absorbed talkers and complacent
ditherers if they do not act on climate change according to Prof Colin
Coulson-Thomas. Speaking at the World Congress on Leadership for
Business Excellence and Innovation, the author of Winning Companies;
Winning People pointed out: “Recently thousands of children walked out
of school to campaign for action to address climate change. The
consequences of our inaction will really bite in their lifetimes. Why
are we trashing their futures? Leadership should be concerned with
giving a lead and providing direction.”

The Adaptation chairman finds: “Some boardrooms seem like bunkers in
which people hunker down and hope for the best as storms of change and
opportunity rage outside. Some directors who rarely meet customers and
investors defend their inaction by saying the timing is not right or
that stakeholders are not yet ready. With climate change, if we wait
for other people to catch up we may condemn our children and
grand-children to a future of scavenging in dumps of our rubbish while
dealing with extreme weather events.”

Coulson-Thomas also finds: “Too many boards interpret building a
resilient business as ensuring the survival of current activities
rather than creating a more sustainable business model. They view
certain technologies as disruptive of existing approaches rather than
as enablers of new possibilities. They react rather than initiate and
become victims rather than beneficiaries. They also lack a systems
perspective and do not see the interconnectedness of events.”

The professors investigations reveal: “Transformational leadership is
more often mentioned than effectively practiced. It implies
transformation from one state to another, during which requirements,
situations and priorities can change. Restructuring, re-engineering
and transformation can be lucrative for those who advocate them and
are hired to pursue them, but as I have set out in a series of reports
there are more affordable, quicker and less disruptive routes to high
performance organisations.”

Coulson-Thomas explained; “Before restructuring, re-engineering or
transformation can be completed, original goals may already be out of
date. More flexible, imaginative and relevant strategies are required
such as reinvention, intelligent adaptation or the adoption of a new
model of organisation and operation such as the flexible network
organisations I have advocated for over 25 years. They can expand and
contract, evolve and grow organically as required. Leadership needs to
span boundaries and such networks of relationships to facilitate
collective responses.”

The professor finds: “Innovation is also more talked about than
actively embraced. The risk aversion of many boards, their desire to
protect existing positions and practices, and their fear of
uncertainties associated with genuine innovation result in them
becoming obstacles to change. The Managing Intellectual Capital to
Grow Shareholder Value investigation I led revealed that many areas of
intellectual property with the biggest potential were not being
managed. Some companies could be many times larger and more valuable,
if their IP was exploited by licensing, franchising or a different
business model. They are held back by the lack of imagination of their
directors.”

Coulson-Thomas believes: “Agility is an issue because many
organisational and board structures, strategies and practices are
inflexible. Unexpected events happen, yet many boards remain tied to
monthly meetings and annual calendars of business. They use a cycle of
strategy analysis, formulation and implementation that does not
reflect the reality of the contemporary business environment. Many
financial measures of performance overlook missed opportunities or the
exponentially rising future cost of the consequences of delays.
Responsible and transformational leadership requires a change of gear
and a shift of focus to the innovations we need to address certain
challenges that threaten to overwhelm us and create and seize
opportunities to build a sustainable future.”

The professor was speaking on transformational leadership for an agile
and innovative corporate strategy at the 29th World Congress on
Leadership for Business Excellence and Innovation which was held at
the Hotel Habtoor Palace, Dubai (UAE).  Prof. (Dr) Colin
Coulson-Thomas, Adaptation chairman, President of the Institute of
Management Services and leader of the International Governance
Initiative of the Order of St Lazarus, has helped directors in over 40
countries to improve director, board and corporate performance. An
experienced chairman of award winning companies and vision holder of
successful transformation programmes, he is the author of over 60
books and reports and has held public appointments at local, regional
and national level and professorial appointments in Europe, North and
South America, Africa, the Middle East, India and China. Details of
books and reports summarizing his investigations can be found on:
https://www.adaptation.ltd/

12 / 8 / 18

World congress call for transformational leadership rather than incremental adjustment

Business leaders have been painfully slow to address the challenge of climate change according to Prof Colin Coulson-Thomas. Speaking at the 20th World Congress on Environment Management and Climate Change he told delegates: “Addressing climate change requires more than incremental adjustment. If sustainable lifestyles are to occur in both developing countries and the developed world, business, economic and social transformation are required.”

The author of “Winning Companies; Winning People” pointed out: “Some people define sustainability in terms of enabling existing operations, growth and development to continue. For others, sustainability is living within the boundaries of what is possible given the finite resources of our planet. Reconciling the two requires transformational leadership.”

He continued: “Many organisations need to operate differently and move more quickly. Boards making steady progress need to step up, provide transformational leadership, and embrace new models of organisation and business, and different strategies, methods of finance and forms of governance. However, many committed and well intentioned directors are comfortable with current practices. They feel successful, live well and consider they are doing a good job.”

The professor told attendees: “For most of my working life there have been a variety of options for transforming organisations, supply chains and how we operate. There have been a rich diversity in terms of how, when, where and with whom one could work, learn and acquire. They can have a beneficial impact upon the environment and reduce some of the drivers of climate change. Yet traffic jams and their associated pollution have increased.”

Coulson-Thomas finds: Many boards are only now looking at approaches, applications of technology, and business models that are far superior to current practices. Why the disinterest for so long? Are the laggards ignorant, lazy or just risk averse? Are they suffocating transformation? To provide environmental leadership, boards need to encourage diversity, challenge and creativity. They have to release potential, support innovation and inspire and enable entrepreneurship.”

The professor has been shocked by how slow most boards are to seize opportunities: “There were AI environments in the 1980s. Many so called disruptive technologies are not new. They are only disruptive for the complacent, unaware and idle. The alert, imaginative and energetic see them as enabling technologies. Too often there is awareness rather than application. Knowing about something does not mean that it will be used to transform how a company is organised, operates and creates value. Impact depends upon how knowledge is used and for what purpose.”

Coulson-Thomas finds laggards abound: “Struggling UK retail chains announce store closures and seek arrangements with their creditors. Their CEOs and directors cite changing purchasing habits such as buying on-line as the reason for their discomfort. On-line shopping is hardly new. Twenty five years ago natives in the Amazon basin were selling their craft wares via the internet. I wondered why companies run by highly paid business school graduates and advised by leading professional firms were not as imaginative.”

The professor’s investigations raise certain questions “Why are so many companies so slow to seize opportunities and so determined to stick with outdated business models and protect past investments rather than create new options and choices? Is improvement rather than creating new options and choices opting out or a comfort blanket? Will boards have the courage to call time on profitable activities that make unsustainable demands on natural resources? Will they work with customers to create less environmentally damaging business models, offerings and lifestyles?”

He continued: “Many boards follow rather than lead. They hope that something will turn up. Boards should inspire and make things happen. Are people in your company brought together in mixed discipline groups and asked to come up with more sustainable alternatives? Are key customers and their staff involved? What would they rather have? What would better enable them to achieve their sustainability objectives?

The professor concluded: “Scientific and technological developments allow us to change aspects of the natural world and create new forms of basic life. Answers to questions such as what a company should do differently that would benefit the environment are often constrained by experience of current practices. Blue skies thinking might be easier to find in a local school than in a firm of consultants. We need to get directors who feel they have arrived to realise that they have not yet started to provide the leadership required to address environmental issues and the challenge of climate change. What should we do differently tomorrow as a result of what we learn today?”

The World Congress on Environment Management and Climate Change 2018 is one of five annual international events organised by India’s Institute of Directors and for which Prof Coulson-Thomas provides the theme papers. Over 550 delegates attended and they were addressed by speakers from IFAD, the United Nations and World Bank and from Finland, India, Japan, the Netherlands, New Zealand, Qatar, Singapore, Spain, the UAE, the UK and the US.

Prof. (Dr) Colin Coulson-Thomas, President of the Institute of Management Services and chairman of Adaptation, has helped directors in over 40 countries to improve director, board and corporate performance. In addition to directorships he leads the International Governance Initiative of the Order of St Lazarus, is Director-General, IOD India, UK and Europe, chair of United Learning’s Risk and Audit Committee, Chancellor at the School for the Creative Arts, Honorary Professor at the Aston India Foundation for Applied Research, a Distinguished Professor at the Sri Sharada Institute of Indian Management-Research and a Visiting Professor of Direction and Leadership at Lincoln International Business School.

An experienced chairman of award winning companies and vision holder of successful transformation programmes, Colin is the author of over 60 books and reports. He has held public appointments at local, regional and national level and professorial appointments in Europe, North and South America, Africa, the Middle East, India and China. He was educated at the London School of Economics, London Business School, UNISA and the Universities of Aston, Chicago and Southern California. He is a fellow of seven chartered bodies and obtained first place prizes in the final exams of three professions. Details of his most recent books and reports can be found on: http://www.policypublications.com/

13/07/18

Honorary fellowship recipient calls for climate change action before it is too late

Prof Colin Coulson-Thomas, chairman of Adaptation was presented with an Honorary Fellowship of India’s Insitute of Directors (IOD) in a ceremony at the end of the second day of the 20th World Congress on Environment Management and Climate Change. The presentation was made by Lt Gen J S Ahluwalia PVSM the President of IOD which organises this annual event.

The Adaptation chairman’s plenary talk on the first day of the congress on the theme of “Transformational Board Leadership for Sustainability” was his 50th speech or presentation to an international conference, world congress or global convention organised by the IOD. He was presented with a framed certificate of his membership as an Honorary Fellow and also prepared conclusions and recommendations. The congress was held in the Sovereign Hall of the Hotel Le Méridien, New Delhi, India. The theme of the 2018 event was Transformational Leadership for Promoting Climate Resilient Economic Growth.

The world congress is one of five annual international events organised by India’s Institute of Directors and for which Prof Coulson-Thomas provides theme papers. Over 550 delegates attended and they were addressed by speakers from IFAD, the United Nations and World Bank and from Finland, India, Japan, the Netherlands, New Zealand, Qatar, Singapore, Spain, UAE, UK and US.

In another ceremony on the second day Prof Coulson-Thomas signed an IOD-IMS MOU in his role as President of the Institute of Management Services. He said “I cannot imagine another institute anywhere in the world that I would rather be a member of. Since its formation over 25 years ago IOD has led in so many fields, initiating conferences on topics long before they topped boardroom agendas. It is also a loyal MOU partner and I look forward to many years of future collaboration.”

In his conclusions the professor questioned: “Should it be onwards and upwards in terms of output, growth and development, or are we working towards our own downfall? Are we storing up problems that might overwhelm future generations? Are we putting sticking plasters on the wounds we are causing, rather than letting in fresh air and fresh thinking? Are some directors and boards the problem rather than part of the solution? Are incremental improvements merely reducing the environmental damage being done? Might we need to accept lower growth rates in order to achieve a more sustainable, simpler and healthier lifestyle?”

Coulson-Thomas’ conclusions challenge directors: “Do you have the courage to reinvent and lead your companies in a new direction? Will you champion the adoption of new and more sustainable business models and lifestyles? Do you view the sharing economy as a threat or do you see it as an arena of opportunity in which with the right business model you could build a new global business that is more valuable than your current one?”

Coulson-Thomas argues that directors should question and probe: “Electric cars may sound great, but where will all the lithium for the batteries come from? What about the emissions from the power stations that generate the electricity? What about disposal of the batteries and used solar panels?” He believes: “The cost, disruption and pain of delaying the business, economic and social transformation we need are likely to rise exponentially. Many boards need to be faster and more flexible in responding to challenges and opportunities. ”

The professor believes: “Directors need to think “circular economy” and consider the life cycle impacts of corporate offerings. Sustainability discussions need to embrace supply chains. More thought should be given to technological solutions to pollution and climate change issues. Reinvention and changes of direction are required. While one has a directorial role it is never too late to exert transformational leadership. Do it now so that in future you will have few regrets. Do it while you can still exert influence and have a beneficial impact.”

Prof. (Dr) Colin Coulson-Thomas, President of the Institute of Management Services and chairman of Adaptation, has helped directors in over 40 countries to improve director, board and corporate performance. In addition to directorships he leads the International Governance Initiative of the Order of St Lazarus, is Director-General, IOD India, UK and Europe, chair of United Learning’s Risk and Audit Committee, Chancellor at the School for the Creative Arts, Honorary Professor at the Aston India Foundation for Applied Research, a Distinguished Professor at the Sri Sharada Institute of Indian Management-Research and a Visiting Professor of Direction and Leadership at Lincoln International Business School.

An experienced chairman of award winning companies and vision holder of successful transformation programmes, Colin is the author of over 60 books and reports. He has held public appointments at local, regional and national level and professorial appointments in Europe, North and South America, Africa, the Middle East, India and China. He was educated at the London School of Economics, London Business School, UNISA and the Universities of Aston, Chicago and Southern California. He is a fellow of seven chartered bodies and obtained first place prizes in the final exams of three professions. Details of his most recent books and reports can be found on: http://www.policypublications.com/

13/07/18

Global convention and world congress call to avoid unnecessary, wasteful and unsustainable change

Can one have too much innovation? According to Prof Colin Coulson-Thomas speaking at a global convention and world congress in Dubai: “Much effort is devoted to improving areas that are not critical success factors or a source of competitive advantage or differentiation. Activities are also improved that may no longer be required. The focus should be on changes that represent value for customers and are a source of competitive advantage.”

Where resources are scarce, the Adaptation chairman and author of Winning Companies; Winning People suggests it is irresponsible to seek to be excellent in areas that are not priorities: “The pursuit of improvement and/or innovation regardless of cost and relevance can be unnecessary, wasteful and unsustainable.”

Coulson-Thomas reminded delegates that: ”It is customers who create value. Companies generate wasted effort, dead ends, scrap and unwanted stock unless what they offer is purchased by customers. They decide whether or not what we do is relevant and represents excellence and innovation.” He warned: “Many changes are motivated by a desire for cost savings. They are for the convenience of a supplier, rather than to benefit a customer. Excellence, improvement and innovation should be relevant and value adding to customers and users.”.

The Adaptation chairman raised the questions of whether governance arrangements excessively favour shareholders and keep customers and other stakeholders at a distance and whether we need new ways of engaging them and securing their allegiance: “The requirements and views of important stakeholders should be taken into account. Key customers and trusted business partners can be consulted on excellence and innovation priorities.”

Coulson-Thomas emphasised: “Organisations face multiple challenges and opportunities and effective responses can require change, reinvention or transformation. Collaboration and co-creation with customers and business partners can enable a collective search for ideas, options and solutions that go beyond the limits of the imagination of a few people and the capabilities of a single organisation. Creativity, innovation, excellence and entrepreneurship should be helped rather than hindered by corporate policies and practices. They should be focused, relevant and sustainable.”

The Adaptation chairman suggested: “In some situations it may be irresponsible and fatal not to change. We need to decide what to cherish and what to alter, and whether continuity, improvement or transformation is required. We should avoid excessive prescription, overly tight guidelines and rigid rules in favour of greater freedom, openness and diversity. We should encourage questioning and challenge. Make sure your board’s strategic direction is still valid. Regularly review your aspirations to ensure they reflect new possibilities and still inspire.”

Coulson-Thomas finds: “Board policies and practices can prevent questioning, creativity and positive change. The rituals of board meetings and ingrained habits of directors insulate them from new options. We should not expect risk averse and unimaginative boards to unleash creativity and ignite innovation. Incurring risk is evidence that you are alive and trying to accomplish something. Contemporary risk management practices can be an obstacle to innovation and entrepreneurship.”

The Professor also pointed out: “We need to balance short-term market, competitive and other pressures with longer-term challenges such as ensuring environmental sustainability and coping with climate change. We are excellent at polluting oceans and creative in our use of materials that do not easily degrade. Greater priority should be given to re-use and circularity – arranging activities so that a waste product from one process becomes a welcome input to another.”

Coulson-Thomas also feels: “We need a broader perspective and a more inclusive approach to excellence, innovation and entrepreneurship to ensure they address the aspirations of a wider range of stakeholders. Standard business excellence and governance models should be replaced by bespoke approaches that are right for a company’s aspirations, situation and stage of development.

More consultation, a social purpose and greater attention to sustainability might help to ensure that excellence and innovation are relevant, appropriate and acceptable. They might also restore public trust in companies, markets and capitalism.”

The Dubai Global Convention 2018 and 28th World Congress on Leadership for Business Excellence and Innovation was organised by India’s Institute of Directors and held at the Hotel St. Regis, Dubai, UAE. Its theme was transformative leadership for fostering creativity, innovation and business excellence.  

Prof. Colin Coulson-Thomas, chairman of Adaptation and author of Winning Companies; Winning People, Developing Directors, Talent Management 2, Transforming Public Services and Transforming Knowledge Management has helped directors in over 40 countries to improve director, board and corporate performance. Details of his most recent books and reports can be found on: http://www.policypublications.com/

24/05/18

Prof Colin Coulson-Thomas encourages business leaders at the 2018 India CSR Leadership Summit

Prof. Colin Coulson-Thomas, Cornish campaigner, author, academic, board adviser and Adaptation chairman has been honored by India CSR with a Lifetime Achievement Award for his “outstanding contribution to the CSR space” and “in appreciation of his excellent contribution to the worlds of Corporate Governance and Corporate Sustainability and Responsibility (CSR)” at the 2018 India CSR Leadership Summit and Awards held in New Delhi. According to the citation: “He has been making a difference and creating a positive impact among business leaders across the globe.”.

In a recorded message Prof Coulson-Thomas told delegates at the CSR Leadership Summit “There are probably more opportunities to have a beneficial social impact in India than anywhere else on our shared planet. Today, there are also more possibilities for social entrepreneurship than perhaps at any time in human history. We stand simultaneously at multiple cross roads, tipping points and watersheds. In many areas, incremental change may not be enough. You are in a unique position to provide leadership, inspire creativity and enable innovation. For those who want to have an impact, leave a legacy and make a difference this is arguably the best time ever to be alive.”

Coulson-Thomas issued a call to business leaders: “There is an urgent need for leadership and leaders who can leave footprints of hope in the history of human development and erect signposts to a better future. There are aspirations to be raised and capabilities to be assembled to match them. There are people and communities to be supported and helped. There are dreams to turn into realities. You can be in the vanguard of re-connecting, refreshing and reinventing. You can champion responsible business leadership. You can exude caring capitalism. Your enterprises and foundations can build bridges with excluded communities and between the generations and the public and private sectors. They can replace anxiety with hope, by helping those who fear certain developments to identify the possibilities they create and benefit from them. ”

The author of Winning Companies; Winning People advocated positive action: “Don’t waste a second of your time or that of the people for whom you are responsible on trivia or the transient. Don’t lurk behind imaginary prison bars, or be limited by dated assumptions, ingrained habits or past experience. Don’t let negative instincts, risk aversion or a compliance culture snuff out ideas or limit imagination. Incurring risk is evidence that you are alive and trying to accomplish something. Try to ensure that all corporate conduct and activities are acceptable, appropriate and responsible. ”

Rusen Kumar, Founder and Managing Editor of the India CSR Group said, “The India CSR Lifetime Achievement Award is an acknowledgement of Prof. Colin Coulson-Thomas’s contributions to the areas of corporate responsibility, social and sustainable development, and human resources. We wish him a happy and healthy life ahead to carry on with his mission to make a positive contribution to the larger good.”

The 2018 India CSR Leadership Summit and Awards took place in the Lakshmipat Singhania Auditorium at PHD House, New Delhi. India. Because of a prior commitment to speak at global convention and world congress in Dubai for which he had provided the theme paper, Prof Coulson-Thomas was unable to attend the event in person. Pradeep Chaturvedi, Vice President of the Institute of Directors and the World Environment Foundation received the award on his behalf.

Prof (Dr) Colin Coulson-Thomas, Chairman of Adaptation and President of the Institute of Management Services has helped directors in over 40 countries to improve director, board and corporate performance. He is the author of of over sixty books and reports, including Winning Companies; Winning People, Developing Directors, Transforming Knowledge Management, Talent Management 2 and Developing Directors: a handbook for building an effective boardroom team.

Prof Coulson-Thomas  leads the International Governance Initiative of the Order of St Lazarus and is Director-General, IOD India, UK and Europe, Chair of United Learning’s Risk and Audit Committee, Chancellor of the School for the Creative Arts, Honorary Professor at the Aston India Foundation for Applied Research, a Distinguished Professor at the Sri Sharada Institute of Indian Management-Research, Visiting Professor of Direction and Leadership at Lincoln International Business School and serves on the advisory boards of Bridges of Sports and the Arvind Foundation.

An experienced chairman of award winning companies and process vision holder of successful transformation programmes, Colin has held UK public appointments at local, regional and national level and professorial appointments in Europe, North and South America, Africa, the Middle East, India and China. He was educated at the London School of Economics, London Business School, UNISA and the Universities of Aston, Chicago and Southern California. He is a fellow of seven chartered bodies and obtained first place prizes in the final exams of three professions. Details of his most recent books and reports can be found on: http://www.policypublications.com/

27/04/18

Prof Colin Coulson-Thomas encourages business leaders at the 2018 India CSR Leadership Summit

Prof. Colin Coulson-Thomas, Cornish campaigner, author, academic, board adviser and Adaptation chairman has been honored by India CSR with a Lifetime Achievement Award for his “outstanding contribution to the CSR space” and “in appreciation of his excellent contribution to the worlds of Corporate Governance and Corporate Sustainability and Responsibility (CSR)” at the 2018 India CSR Leadership Summit and Awards held in New Delhi. According to the citation: “He has been making a difference and creating a positive impact among business leaders across the globe.”.

In a recorded message Prof Coulson-Thomas told delegates at the CSR Leadership Summit “There are probably more opportunities to have a beneficial social impact in India than anywhere else on our shared planet. Today, there are also more possibilities for social entrepreneurship than perhaps at any time in human history. We stand simultaneously at multiple cross roads, tipping points and watersheds. In many areas, incremental change may not be enough. You are in a unique position to provide leadership, inspire creativity and enable innovation. For those who want to have an impact, leave a legacy and make a difference this is arguably the best time ever to be alive.”

Coulson-Thomas issued a call to business leaders: “There is an urgent need for leadership and leaders who can leave footprints of hope in the history of human development and erect signposts to a better future. There are aspirations to be raised and capabilities to be assembled to match them. There are people and communities to be supported and helped. There are dreams to turn into realities. You can be in the vanguard of re-connecting, refreshing and reinventing. You can champion responsible business leadership. You can exude caring capitalism. Your enterprises and foundations can build bridges with excluded communities and between the generations and the public and private sectors. They can replace anxiety with hope, by helping those who fear certain developments to identify the possibilities they create and benefit from them. ”

The author of Winning Companies; Winning People advocated positive action: “Don’t waste a second of your time or that of the people for whom you are responsible on trivia or the transient. Don’t lurk behind imaginary prison bars, or be limited by dated assumptions, ingrained habits or past experience. Don’t let negative instincts, risk aversion or a compliance culture snuff out ideas or limit imagination. Incurring risk is evidence that you are alive and trying to accomplish something. Try to ensure that all corporate conduct and activities are acceptable, appropriate and responsible. ”

Rusen Kumar, Founder and Managing Editor of the India CSR Group said, “The India CSR Lifetime Achievement Award is an acknowledgement of Prof. Colin Coulson-Thomas’s contributions to the areas of corporate responsibility, social and sustainable development, and human resources. We wish him a happy and healthy life ahead to carry on with his mission to make a positive contribution to the larger good.”

The 2018 India CSR Leadership Summit and Awards took place in the Lakshmipat Singhania Auditorium at PHD House, New Delhi. India. Because of a prior commitment to speak at global convention and world congress in Dubai for which he had provided the theme paper, Prof Coulson-Thomas was unable to attend the event in person. Pradeep Chaturvedi, Vice President of the Institute of Directors and the World Environment Foundation received the award on his behalf.

Prof (Dr) Colin Coulson-Thomas, Chairman of Adaptation and President of the Institute of Management Services has helped directors in over 40 countries to improve director, board and corporate performance. He is the author of of over sixty books and reports, including Winning Companies; Winning People, Developing Directors, Transforming Knowledge Management, Talent Management 2 and Developing Directors: a handbook for building an effective boardroom team.

Prof Coulson-Thomas  leads the International Governance Initiative of the Order of St Lazarus and is Director-General, IOD India, UK and Europe, Chair of United Learning’s Risk and Audit Committee, Chancellor of the School for the Creative Arts, Honorary Professor at the Aston India Foundation for Applied Research, a Distinguished Professor at the Sri Sharada Institute of Indian Management-Research, Visiting Professor of Direction and Leadership at Lincoln International Business School and serves on the advisory boards of Bridges of Sports and the Arvind Foundation.

An experienced chairman of award winning companies and process vision holder of successful transformation programmes, Colin has held UK public appointments at local, regional and national level and professorial appointments in Europe, North and South America, Africa, the Middle East, India and China. He was educated at the London School of Economics, London Business School, UNISA and the Universities of Aston, Chicago and Southern California. He is a fellow of seven chartered bodies and obtained first place prizes in the final exams of three professions. Details of his most recent books and reports can be found on: http://www.policypublications.com/

04/04/18