Category: News and Press Releases

Evidence presented at HR summit by Adaptation chairman suggests a downside but little upside.

Reward and remuneration policies may be doing more harm than good. According to Prof. Colin Coulson-Thomas boards need to question whether they are helping or hindering. Speaking at a summit for HR practitioners in Istanbul the author of Winning Companies; Winning People pointed out that his investigations of what high performers do differently reveal large and measurable differences in performance among people rewarded and compensated the same way.

Coulson-Thomas explains: “The variability of performance across the members of key work-groups raises serious questions concerning the relevance and contribution of many reward and compensation policies and practices. Wide differences in performance are explained by how many critical success factors are in place. The extent to which the job, task or activity is done in a winning or losing way determines outcomes. How people are paid does not seem a key influencing factor.”

The professor continues: “Neither is reward and compensation a differentiator in the many sectors in which the policies and practices of competing companies seem largely the same. For key jobs such as bidding for business, building key account relationships, pricing, purchasing, or creating and/or exploiting know-how the approaches of winners – or those in the top quartile of achievement – are very different from those of losers in the bottom quartile of achievement.”

A succession of reports produced by teams that Coulson-Thomas has led have examined critical success factors for key jobs. He finds “the evidence suggests that however much you are paid and however motivated and engaged you are, if you approach a task or activity in a losing way you are likely to fail. Increasing remuneration in the hope of a better result while people’s approaches and the support they receive remains unchanged is like pouring money down the drain.”

The professor believes “Reward and compensation policies and practices also contribute to mis-selling and other abuses. The prospect of high commission payments can bias one’s views, distort judgements, encourage risky behaviour and result in a flouting of rules. There are other expensive practices and naïve behaviours, such as a policy of paying above average or in the top quartile to attract better people and then complaining about the cost of talent wars.”

The professor’s research also suggests “Reward, compensation and a range of other policies that most companies pursue may have much less impact than those who champion them and/or who have a vested interest in them claim. Too many companies are pursuing policies that are general, time consuming and disruptive when quicker, cheaper and more affordable options exist”.

Coulson-Thomas shared findings from his recent reports which show how an alternative approach such as providing support that enables average performers to emulate the approaches of their more successful peers can have a quick, significant and measurable impact and deliver multiple benefits for both people and organisations, including large returns on investment within a few months.

According to Coulson-Thomas: “Putting the focus upon performance support and helping key work groups has other advantages. When done the right way people learn with each use and challenge they face, becoming more competent and confident by the day. Incorporating social networking can increase the speed of informed responses and work with the grain in relation to members of generation Z. For young people, receiving relevant help and support 24/7 whenever and wherever required – including when on the move – may have more impact than compensation changes.”

Coulson-Thomas’ reports Talent Management 2 and Transforming Knowledge Management found that many talent and knowledge management programmes are not affordable. In uncertain times companies are paying a premium to bring in potential high fliers they may not need. The people recruited may be difficult to manage and costly to induct, train and retain. They may know about things rather than how best to do key jobs, and their special treatment may annoy others.”

Coulson-Thomas also speculates: “A ratchet effect may be in operation, with the wrong reward and compensation policies having a negative impact on behaviour, while many expensive approaches deliver little in the way of positive benefits in relation to other ways of improving performance. Too often walking overheads and those in roles that are neither visible nor a source of competitive advantage or differentiation benefit the most from general remuneration policies.”

The professor called for realism: “Many customers, clients and the public do not care about the expensive, highly qualified and multi-skilled people you employ who may know something about a great many things without excelling at anything in particular. Customers and clients may not worry whether your people excel at team work or not if their problems and/or requirements are being handled by one person. They may just want an affordable, acceptable and quick response.”

He suggests: “Rather than follow the herd and roll out general policies, HR directors and their teams should focus on particular work-groups. When establishing remuneration policies for these key activities they should bear in mind their purpose and importance, the preferences and aspirations of those involved and the impact of other initiatives and policies upon them.”

The professor concluded by calling for a change of direction: “Putting the emphasis upon helping and supporting those in key roles that contribute directly to the achievement of key corporate objectives can have much greater impact. Furthermore one can put better performance support in place and quickly get a range of benefits with existing people and a current structure and culture.”

Colin Coulson-Thomas holds board, public and academic appointments and has helped companies in over 40 countries to improve board and corporate performance. He has authored over 50 books and reports. Prior to joining the University of Greenwich he had professorial roles in Europe, North and South America, the Middle East, India and China. He was educated at the LSE, the London Business School and the Universities of Aston, Chicago and Southern California. A fellow of seven chartered bodies he secured first place prizes in the final examinations of three professions.

The Performance, Compensation and Reward Management Summit was held in Turkey at the Safir Hall at the Istanbul Marriott Hotel Asia. For his opening keynote address Coulson-Thomas summarised findings from his book Winning Companies; Winning People: Making it easy for average performers to adopt winning behaviours and three reports setting out a more affordable route to high performance: Transforming Knowledge Management, Talent Management 2, and Transforming Public Services. They are available from www.policypublications.com.

 

15 Nov 2014
Colin Coulson-Thomas

Business leaders told to move on from compliance and get governance right for their companies

Many boards comply with corporate governance codes and ever more complex reporting requirements but fail to adopt practices that could increase their contribution and transform the prospects of their companies according to Prof. Colin Coulson-Thomas, author of Developing Directors. Speaking at the London Global Convention on Governance and Sustainability organised by the Institute of Directors of India he asked “What has happened to relevance, economy, simplicity, proportionality, adaptability, flexibility and diversity of board types and practices?”

Coulson-Thomas reflected on his involvement with boards before the adoption of governance codes: “Prior to committees of enquiry into corporate governance someone who supported boards and helped them to build businesses would encounter a rich diversity of board types and practices. People adopted or developed governance arrangements that matched their aspirations and the situations they were in and evolved as companies developed and board priorities changed. Failings tended to be an over-valuation of stock rather than a threat to the world’s financial system.”

He continued: “In the pre-governance age many directors were modestly paid by today’s standards. In the English speaking world there were united and unified boards. The focus was upon customers, challenges and opportunities in the marketplace, and the growth and development of the company. Directors and boards contributed to business success. They worked hard to help people build global businesses and their reward and source of satisfaction was the achievements of their companies.”

Following a succession of governance reports and codes the professor suggests “the current situation is very different. Irrespective of particular circumstances, stages of development and areas of operation, there is greater uniformity of board types and practices, as people comply with standard models and observe codes. Directors now receive massively higher remuneration packages as a result of remuneration committee policy of paying ‘above average’ or ‘in the top quartile’.”

Coulson-Thomas finds: “Since our preoccupation with governance codes board membership is divided between executive and non-executive directors. The latter keep an eye on the former. The focus is often internal, upon compliance, the management and/or avoidance of risk, and contracts and insurance to protect the interests of directors. Contemporary scandals and governance failures are on a much larger scale. Some have international implications. When directors are removed they often receive huge pay-offs. Few entrepreneurs ascribe their success to corporate governance.”

The Professor feels: “I may have been fortunate to encounter so many competent and dedicated directors during the 1980s, but recent experience suggests that all is not rosy with corporate governance and that some re-assessment and critique of the current direction of travel is required. Vested interests have grown up around governance, reporting and regulation Measures introduced for the best of motives can have unintended consequences and some aspects can be costly to implement. My investigations reveal affordable and cost-effective alternatives that can be adopted.”

Coulson-Thomas urges directors who are uncomfortable with the direction of travel to speak up: “When emphasizing teamwork we should not overlook individuals. Given the responsibilities of boards, individual directors, whether executive or independent directors, can make a significant contribution. With multiple challenges and opportunities in business, market and operating environments, the exercise of individual thought and judgement has never been more important. Individual directors speaking up to encourage, warn or challenge can and do make a difference.”

The London Global Convention “Boards to Lead: Effective Corporate Governance and Sustainability” was organised by the Institute of Directors of India. The four-day programme of events included a two day international conference that was held on 29th and 30th October at the Millennium Hotel Mayfair in Grosvenor Square, London W1. Coulson-Thomas delivered a summary and overview of the convention during the concluding and plenary valedictory session on Thursday 30th October. He can be contacted via: http://www.coulson-thomas.com/

Prof. Colin Coulson-Thomas, a member of the business school team at the University of Greenwich, holds a portfolio of board, public and academic appointments and has helped companies in over 40 countries to improve board and corporate performance. Author of over 50 books and reports, including Developing Directors, a handbook for building an effective boardroom team, Colin has held professorial appointments in Europe, North and South America, the Middle East, India and China. His book Developing Directors and his other recent books and reports are available from Policy Publications: http://www.policypublications.com/

 

05 Nov 2014
Colin Coulson-Thomas

Business leaders at global convention urged to adopt practical ways of preventing abuse

The naivete, inaction and ignorance of some directors is landing companies with large bills for fraud, miss-selling and the theft of intellectual property (IP) according to Prof. Colin Coulson-Thomas speaking at the Institute of Directors of India’s 14th London Global Convention on Governance and Sustainability. His investigations have found that “many boards fail to protect corporate IP and/or introduce structural and other changes that create new opportunities for abuse, while seemingly unaware of practical and cost-effective steps that can be quickly taken to prevent breaches of rules and policies and make if easier for people to excel and behave in desired ways”.

According to Coulson-Thomas: “Experienced directors sit and have sat on the boards of financial institutions . Yet, while statements of values are distributed, culture change programmes are initiated and governance codes are complied with, the costs of naivete, inaction and ignorance continue to mount. Too many directors are nice but naïve. They hope for the best rather than take precautions and make things happen. Companies manufacture at locations where the theft of IP is endemic and then express surprise when competitors introduce offerings similar to their own. Worthy and general pronouncements are made but practical steps to implement them are not taken.”

As delegates assembled for IOD India’s 2014 London Global Convention the compensation bill for miss-selling payment protection insurance alone reached £20 Billion. An affordable approach such as providing customer-facing staff with knowledge-based performance support, as advocated in the professor’s recent report Transforming Knowledge Management, can enable compliance, prevent many forms of miss-selling and deliver other benefits to people and organisations.

Coulson-Thomas believes that “calls for general and fundamental change of structure, culture or procedures should trigger alarm bells. Continuity can be as important as change, particularly continuity of relationships and consistency of experience that meets customer expectations and requirements. Too much change and change for changes sake can create new opportunities for fraud, theft, hacking and other abuses. Uncertainty during a period of transition or transformation, or while changes are bedding in, can create new loopholes and vulnerabilities.”

The professor finds: “Customers, employees, business partners, suppliers and investors often represent a diversity of cultures, religions, values and nationalities. A variety of perspectives can spur creativity. General culture change is often advocated where there are affordable ways of quickly changing behaviour and achieving other aims with existing people and cultures. Fraud and other abuses usually result from technical loopholes and vulnerabilities rather than deficiencies of general attitudes and values.”

In addition: “Too many directors are concerned with rhetoric rather than reality. They feel virtuous rather than deal with problems. They call for a culture of greater vigilance and honesty rather than adopt better monitoring systems, counter fraud measures and/or practical steps to quickly close loopholes and make it easier for people to respond in desired ways. Principles that set the tone are not enough. People in the front-line many need the performance support that makes it easy for them to behave and respond appropriately and difficult for them to ignore policies and break rules.”

The London Global Convention “Boards to Lead: Effective Corporate Governance and Sustainability” was organised by the Institute of Directors of India (IOD). The four-day programme of events included a two day conference that was held at the Millennium Hotel in Belgrave Square. Coulson-Thomas spoke during a plenary session dealing with corporate fraud, audit and the vigilance mechanisms required by contemporary organisations. He can be contacted via: http://www.coulson-thomas.com/

Prof. Colin Coulson-Thomas, a member of the business school team at the University of Greenwich, holds a portfolio of board, public and academic appointments and has helped companies in over 40 countries to improve board and corporate performance. Author of over 50 books and reports he has held professorial appointments in Europe, North and South America, the Middle East, India and China. The report Transforming Knowledge Management on a more affordable route to high performance organisations and his other recent books and reports are available from Policy Publications: http://www.policypublications.com/

 

02 Nov 2014
Colin Coulson-Thomas

Leader of international corporate governance initiative receives meritorious service medal

Prof. Colin Coulson-Thomas was presented with the Meritorious Service Medal of the Order of St Lazarus at an event in Exeter Cathedral on 25th October “for outstanding loyalty and devotion to the aims of the Order at national and international level, and enduring service.”

The Professor who currently leads the Order’s International Governance Initiative has held one office or another in this international organisation for 26 years. For 17 of these years his roles included being a Trustee of the St Lazarus Charitable Trust.

During the period Coulson-Thomas chaired the executive committee of the England and Wales jurisdiction, according to European Commission estimates the Order was the number one provider of medical and other categories of aid to the countries of Eastern Europe and former CIS with twice as much delivered as was being provided by the German Red Cross which ranked second.

The Order’s International Governance Initiative is concerned with raising the standards of corporate and public sector governance around the world and particularly where corruption is endemic. In furthering this aim Coulson-Thomas has spoken at over 300 national and international events in over 40 countries on matters relating to corporate governance, directors and boards.

Prof. Colin Coulson-Thomas holds a portfolio of board, public and academic appointments. He is a Fellow of seven chartered bodies, obtained first place prizes in the final examinations of three professions, and is the author of some 70 books and reports, including “Developing Directors”, a handbook for building a more effective boardroom team, and “Transforming Public Services”. His most recent books and reports can be obtained from http://www.policypublications.com/

 

26 Oct 2014
Colin Coulson-Thomas

Theme paper for global convention questions whether governance and reporting requirements are becoming overly complex and reflecting vested interests rather than the needs of businesses and their stakeholders

A theme paper for a forthcoming London Global Convention that will discuss governance, reporting and sustainability is questioning whether a change of direction is required. Its author Prof. Colin Coulson-Thomas critiques the impact of twenty years of elaboration and growing complexity: “As citizens and investors, do we sleep more comfortably at night or do we await the next corporate scandal or failure with a mixture of cynicism and resignation? Internationally, is governance leading to lower levels of favouritism, fraud and corruption? Has it reduced the number of business failures? What breakthroughs have occurred? Where is the innovation in boardroom practice?”

The professor calls for balanced assessment: “Might the effectiveness of boards and corporate performance have improved more if the additional time and resource had been devoted to traditional director, board and business development? Alternatively, have the pioneers of corporate governance highlighted the importance of directors and boards and helped to improve their effectiveness? Might things have been much worse in the absence of governance and more complex reporting requirements? Is a silent revolution under-way, the full effects of which are yet to be apparent?”

The theme paper questions the direction of travel: “Is governance improving or just changing? Is it becoming more complex like financial reporting? Are boards more relevant and vital? Are they better informed and more effective? Are more corporate policies being implemented? Is there more or less diversity of practice and is this beneficial? Could the effort devoted to governance have been better employed addressing issues like giving those who invest via institutions a voice and encouraging boards to better engage with shareholders?”

Coulson-Thomas also asks: “Where is it all leading? Will a web of governance and sustainability codes, regulations, laws and policies impose further costs on business, inhibit responsible risk taking, reduce diversity and stifle innovation? Will board members become so concerned with compliance and playing it safe that they slow progress and end up afraid of their own shadows? Will the default position be a no vote against anything that appears unfamiliar or different?”

The Professor argues that cost and unintended consequences should not be ignored: “Sometimes the vested interests in additional requirements are easier to identify than the ‘customers’ who might benefit from them. Producing ever more lengthy, detailed and complex accounts on grounds such as “improving accountability” or “better reporting” may generate extra revenues for accountants but how much of what is produced is actually read? Are shareholders taking more informed decisions or are they ticking boxes to receive the leaflets or brochures constituting shorter versions on offer? Do accounting requirements distort decision making?”

Reporting requirements and, in particular, integrated reporting will be considered at the convention. Coulson-Thomas asks: “If national and international requirements are not to lead to longer and more complex reports and accounts what can be done to reduce the ‘clutter’? One might debate whether taken as a whole an annual report is fair and balanced, but are the weighty tomes produced by some companies understandable to most of the shareholders receiving them? What happened to relevance, economy, simplicity, proportionality, adaptability, flexibility and diversity?”

The theme paper questions the relevance and applicability of contemporary arrangements: “Do developing countries, SMEs and public and voluntary organisations have requirements that are not addressed by current approaches? Are the latter stimulating enterprise? Is corporate governance reflecting the concerns, needs and priorities of ambitious entrepreneurs and business builders? Do they view it as an enabler or a constraint? How many successful entrepreneurs, pioneers and innovators ascribe their achievements to governance or reporting arrangements?”

Coulson-Thomas questions whether customer or vested interests are being served: “Who are the ‘customers’ of governance, sustainability and reporting requirements? Are the main beneficiaries people who are remunerated to develop, assure, advise and comment upon them rather than shareholders? Are the interests of the latter best served by the ever greater complexity of requirements and the growing cost of meeting them? When changes are mooted and consultations occur, are the respondents shareholders or those with a vested interest in regulation?”

The theme paper issues a warning and a challenge to boards: “If shareholders, boards and other business interests do not respond to consultations on governance, sustainability and reporting and/or comment upon proposals and developments in these areas they should not be surprised if what emerges reflects interests other than their own. So what should a board do in order to lead and develop approaches that are appropriate for the situation it is in, the challenges and opportunities it faces and the interests of a company’s stakeholders? Given current laws, regulations and codes how much scope is there for board leadership and innovation in the arenas of governance, reporting and sustainability? What can an individual company do differently to achieve greater impact and contribute more to successful and sustainable business development?”

The forthcoming London Global Convention “Boards to Lead: Effective Corporate Governance and Sustainability” is organised by the Institute of Directors of India and is designed to address these and related questions. The four-day event which includes the 13th international conference on corporate governance and sustainability represents an opportunity for business and professional leaders, regulators, Ministers and opinion formers to take stock of what governance, reporting and sustainability have achieved and consider what the next steps should be. Details of the convention are available from http://www.iodonline.com/london-global-convention-2014.html.

The theme paper “Boards to Lead: Effective Corporate Governance and Sustainability” by Prof. Coulson-Thomas can be downloaded from http://www.iodonline.com/images/lgc2014/theme.pdf. It goes on to explore how best to encourage innovation and responsibility, address concerns, achieve a better balance between costs and benefits and re-establish board leadership.

Prof. Colin Coulson-Thomas, a member of the business school team at the University of Greenwich and Chairman, Adaptation holds a portfolio of board, public and academic appointments and has helped companies in over 40 countries to improve board and corporate performance. Author of over 50 books and reports he has held professorial appointments in Europe, North and South America, the Middle East, India and China. His latest books and reports are available from http://www.policypublications.com.

 

24 Jul 2014
Colin Coulson-Thomas

Universities shown a quicker, more affordable and less disruptive route to greater relevance and cost-effectiveness

Successful transformation in the sense of becoming a high performance organisation that can simultaneously deliver multiple objectives can be achieved according to Prof. Colin Coulson-Thomas. Delivering an opening plenary of the Association of University Administrators Annual Open Forum for Managing Change in Higher Education he called for the adoption of more affordable and less disruptive approaches such as the provision of better learning and performance support that can quickly change behaviours and benefit students and staff as well as universities.

The University of Greenwich academic reports “there are cheaper, flexible, more focused and less disruptive alternatives to the general, expensive and time consuming approaches being adopted. Change is occurring in higher education but many universities are missing opportunities to provide the more personalised 24/7 learning support that could impact upon a range of their activities and massively increase their cost-effectiveness, creativity, relevance and contribution to society.”

Using a variety of examples Coulson-Thomas illustrated key findings from his recent reports that draw upon a five-year investigation into the most cost-effective route to high performance organisations. He showed how a variety of separate initiatives can be replaced by a simpler and more flexible approach that can boost performance, speed up and personalize responses, increase engagement and understanding, allow flexible working and learning, ensure compliance and reduce stress by making it easier for front-line staff to do difficult jobs and for students to learn.

Coulson-Thomas believes: “Universities are sometimes concerned with knowledge about things rather than understanding how best to do things. In many fields innovation is relentless. Cutting edge technologies may be current for a matter of months. Some companies have narrow windows of weeks or days in which to develop and provide the international learning support that can equip people from diverse communities to understand, sell, adopt, support and benefit from them. Social networking and flexible performance support can roll out global solutions to problems and responses to opportunities that people did not know they had a few hours before.”

Highlighting innovations and the benefits of greater connectivity the author of Transforming Knowledge Management, Talent Management 2, and Transforming Public Services showed how the provision of personalised 24/7 learning and performance support could transform many aspects of our lives. The ‘new leadership’ he advocates works with existing people, cultures and structures and puts greater emphasis upon implementation and particularly bottom-up and front-line support that helps customer-facing communities to excel at important tasks and enables more effective learning.

University of Greenwich academic Prof. Colin Coulson-Thomas is an experienced vision holder of successful transformation programmes who has helped organisations in over 40 countries to improve director, board and corporate performance. He holds a portfolio of board and other roles and is the author of over 50 books and reports. Since being the world’s first professor of corporate transformation he has held professorial appointments in Europe, North and South America, the Middle East, India and China. Colin was educated at the LSE, the London Business School and the Universities of Aston, Chicago, South Africa and Southern California. He is a fellow of seven chartered bodies and obtained first place prizes in the final examinations of three professions.

The opening plenary on Achieving Successful Corporate Transformation by Prof. Coulson-Thomas, author of Winning Companies; Winning People was delivered at the Association of University Administrator’s (AUA) Annual Open Forum for Managing Change in Higher Education which was held at London Metropolitan University. The presentation summarised some key findings from Colin’s latest reports Transforming Knowledge Management, Talent Management 2, and Transforming Public Services which are available from www.policypublications.com.

 

05 Jul 2014
Colin Coulson-Thomas

Aspiring leaders told to keep their feet on the ground and address the fundamentals

Business leaders must focus on others rather than themselves. According to Prof. Colin Coulson-Thomas: “An emphasis upon the self is expressed in many ways from expenditure on new clothes, to gym memberships and the use of personal trainers. People want to look and feel good. But what about others. There are other people in this world beyond networking targets at VIP receptions. There are colleagues, employees and business partners who look to us for help and support, and customers who buy our offerings and thus pay our salaries.”

Speaking after delivering a leadership seminar in Bahrain Coulson-Thomas stressed: “Various groups look to business leaders to look after their interests. In our personal lives there are our family and friends to consider. There are often many people without whom we might achieve very little. Claims that one is a leader cut little ice in the absence of followers. Why should anyone follow someone or put themselves out for someone who is just pursuing their own personal aims?”

The professor asked delegates “Does our lives need to revolve around us? Could it revolve around a cause? Could your people achieve something above and beyond their current aspirations? Could you build a network, community, interest group or an institution to make it happen? Is there something that you enjoy doing and do well that could be turned into a business or a cause?”

The author of Winning Companies; Winning People claims: “Many people today are distracted. They may be talented and full of latent potential, but they lack focus and direction. Personal qualities and corporate resources may or may not achieve a beneficial impact, depending upon what they are applied to and for what purpose.” He also warns “Choosing the right cause – one that is relevant, desirable and achievable – is important. Throughout history people on both sides of divisions and conflicts have felt that their cause is just. Choose carefully and responsibly. People can become the victims of causes as well as beneficiaries of them.”

Coulson-Thomas asked leaders to be more open and more willing to seek as well as provide support: “If you set out to do something truly significant and highly beneficial do not be afraid to ask for help. If you and people who share your commitment to a cause build something useful and helpful to others it may live on beyond your span on this earth and benefit generations to come.”

The professor also issued a warning: “It is important to keep ones feet on the ground. Dreams can inspire, but plans, actions, help and support may be required to realise them. Integrity and persistence may be required to forge needed links. Leaders have to distinguish between surface and substance. Some are so focused upon polishing their image and that of their companies that they forget to address the realities they face.”

Coulson-Thomas claims: “Some leaders are too preoccupied with the trappings of office. Seductive to some and bothersome to others, perks and appearances can become a distraction. If a leadership team is devoting quality time to discussing the allocation of parking spaces to directors investors should worry. They and boards should keep the focus upon differentiators, critical success factors and customer value.”

The Professor believes “Many people want the good things in life and the fruits of success can appear alluring. However, being successful, winning or even standing out comes more easily to some than to others. Striving for success can also bring costs as well as benefits. Rewards and recognition have to be earned, and they can be accompanied by accountability, obligations and responsibilities. One needs to get the basics right.”

His investigations suggest that increasingly the responsibilities of leaders should embrace sustainability. He claims: “Human beings are the planet’s supreme predators and despoilers. Our ability to damage and pollute the environment has increased at an exponential rate while we have faced few natural constraints. Other species and nature have not had time to evolve defences to limit our destructiveness. Hence, our futures and the prospects of the other forms of life with which we share our planet will depend upon the extent to which we innovate and/or show restraint.”

In recent reports Prof. Coulson-Thomas suggests “Sustainability is more than a question of perpetuating a certain level of profitability. Where the environment is fragile, and with the challenge of global warming, we need ways of operating that will reduce emissions and minimise demands upon scarce resources. Smart leaders try to simultaneously achieve multiple objectives. People’s time is precious to them so needs to be used wisely. Practical initiatives such as teleworking and local purchasing can further commercial, social responsibility and environmental agendas.”

Prof. Colin Coulson-Thomas, a member of the business school team at the University of Greenwich holds a portfolio of board, public and academic appointments. He has helped companies in over 40 countries to improve board and corporate performance. Author of over 50 books and reports he has held professorial appointments in Europe, North and South America, the Middle East, India and China. Colin was educated at the LSE, the London Business School and the Universities of Aston, Chicago and Southern California. A fellow of seven chartered bodies he secured first place prizes in the final examinations of three professions.

Prof. Coulson-Thomas’ seminar on leadership was under the patronage of HH Shaikh Khalid Bin Hamad Al Khalifa and was delivered at the Ramee Grand Hotel and Spa at Seef in the Kingdom of Bahrain. Colin’s latest publications, including his books Winning Companies; Winning People and Developing Directors on building an effective boardroom team and three reports setting out his approach to new leadership: Transforming Knowledge Management, Talent Management 2, and Transforming Public Services are available from www.policypublications.com.

 

20 Jun 2014
Colin Coulson-Thomas

Business leaders at world congress told to take pride in service to others

Business leaders at the 24th world congress on total quality and leadership have been told that leadership is not really about them. According to Prof. Colin Coulson-Thomas in his special address to the Institute of Directors of India’s event held this year in the state of Kerala “it is about people without whom we might achieve very little. It is about those who look to us for help and support.”

The author of Winning Companies; Winning People stresses: “Leadership is about relationships rather than attributes. It is about service to others, service to customers, service to employees and service to business partners.”

The professor’s investigations reveal that “Leadership can also be about service to a cause. People will go the extra mile when they believe in a cause. Turn your aspirations into a cause. Sharing a compelling vision and a worthwhile purpose can attract followers.”

In recent reports Prof. Coulson-Thomas suggests that greater emphasis be put upon the provision of better support, particularly of those in demanding front-line roles: “The ‘new leadership’ I advocate is more about helping people and simultaneously delivering multiple benefits for people, organisations and the planet. Confident leaders put much effort into developing and supporting others. Their most lasting legacy can be the high performance organisations and teams they build.”

Coulson-Thomas disputes suggestions from critics of competitive capitalism that business leadership is less commendable than thought leadership, or academic, cultural or moral leadership:
“Competition that leads to new offerings, options and choices can be highly beneficial. Be proud to be a business leader. When properly regulated, there is competition and people have a choice, markets can be intrinsically fair. Confident leaders welcome competition that spurs improvement.
In contrast, protectionism, corruption and favouritism are formidable barriers to entry and progress. Business leaders should champion fair play and encourage innovation.”

In relation to India, Prof. Coulson-Thomas asked: “How will India’s general election and a new Government with a majority impact upon your company and its customers? How should you respond? What changes or developments would help you to become more competitive? Could you collaborate to help improve infrastructure or transform public services?”

According to Coulson-Thomas: “Leadership is about focus and relevance rather than being clever. Very intelligent people sometimes see so many angles to problems that they procrastinate. Windows of opportunity can be missed as a result of excessive analysis. There are times when decisiveness and courage are required.”

However he continues “Leaders who fail to listen are dangerous. Even the best leaders sometimes make the wrong call. Boards need to provide challenge. Flexibility is different from being rudderless. There may be more than one route to a destination. Seeking a different one can be a sign of strength. Confident people learn from mistakes. They look to limit damage and find better alternatives. Strong leaders welcome honest feedback and objective advice.”

According to Coulson-Thomas: “Being an effective custodian of a vision can require re-engagement with stakeholders, a re-assessment of aims and the re-establishment of relevance. Be prepared to question current priorities, corporate practices, prevailing attitudes, cherished beliefs, familiar approaches, shared assumptions and widely held views. Reinvention can be the key to longevity. Good business leaders maximise future chances by listening, challenging and staying close to customers. They keep flames alive and pass them to the next generation.”

Self-aware leaders know when to hand over to a successor. Coulson-Thomas suggests “Some people harm their reputations by staying beyond their ‘use by’ date. They loose the plot or run out of steam. Others stay current and vital. They question, discuss and learn. Leaders who rest upon their laurels take a great risk. Complacency is the enemy of continued competitiveness.”

Coulson-Thomas believes “Ultimately fulfilment as a leader comes from within, the peace of mind that can result from having few regrets, and the satisfaction that can come from the knowledge that leadership positions have been used to make the world a better place.”

Prof. Colin Coulson-Thomas, a member of the business school team at the University of Greenwich holds a portfolio of board, public and academic appointments. He has helped companies in over 40 countries to improve board and corporate performance. Author of over 40 books and reports he has held professorial appointments in Europe, North and South America, the Middle East, India and China. Colin was educated at the LSE, the London Business School and the Universities of Aston, Chicago and Southern California. A fellow of seven chartered bodies he secured first place prizes in the final examinations of three professions.

Prof. Coulson-Thomas’ special address on the challenges and opportunities of leadership was delivered on Friday, 23rd May 2014 at the 24th World Congress on Total Quality and Leadership held at the Hotel Taj Vivanta, Trivandrum, Kerala, India. He also gave a short talk on the role of the board in relation to quality. Colin can be contacted at [email protected]. His latest publications are available from www.policypublications.com.

 

28 May 2014
Colin Coulson-Thomas

Keys to successful ERPII implementation identified by investigating team

Working hard and struggling to deliver benefits from ERPII implementations is not a given according to a book “ERPII Implementation” which presents a critical pathway to success for ERP II implementation. It outlines the critical success factors (CSFs) necessary to deliver a successful implementation in the form of clearly defined critical implementation pathway steps.

Based upon both observation and interviews with those responsible for major ERPII implementations the book introduces a CSF Phasing Model as a tool to allocate resource investments into the appropriate position within the implementation lifecycle. As a result, the CSFs play a more effective role in the delivery of benefits realisation.

In relation to delivering benefits realisation, the book also looks at the nature of change management, how this change is managed and its association with partnership trust. In outlining CSFs required during the four stages of the implementation lifecycle, the book addresses the following issues: Planning for benefits realisation, delivering the system benefits, reviewing the system benefits and exploiting the system benefits.

Given the size and cost of some implementation teams, it is equally important to know where not to invest valuable resources. “ERPII Implementation” highlights areas of resource investments deemed not to be critical for delivering benefits realisation from ERP II.

Insightful feedback from consultant practitioners provides a fascinating glimpse into the perspectives of both client and supplier organisations involved in ERP II implementation. This book will be of interest to those concerned with ERPII and will help towards the delivery of benefits realisation from ERP II implementations.

ERPII Implementation, Delivering Benefits Realisation by Dr Andrew Norton, Dr Yvette Coulson-Thomas, Dr Oleg Konovalov, and Prof. Colin Coulson-Thomas (ISBN 978-1-872980-21-8) is published by Policy Publications (www.policypublications.com). Further information from: http://www.policypublications.com/erp2_implementation.php

 

09 Apr 2014
Colin Coulson-Thomas

Many talent management programmes are unaffordable and destined to fail, according to Prof. Colin Coulson-Thomas. Speaking in Rio-de-Janeiro he also told HR leaders at an international human capital forum that knowledge management programmes are capturing the wrong sort of knowledge and missing opportunities to transform performance and deliver other benefits.

A five-year investigation by Coulson-Thomas has found that talented people can be costly to recruit and difficult to manage and retain: “Fortunes are spent on expensive people who are not engaged, effectively used, or properly supported. A more affordable route to high performance organisations and quickly achieving multiple objectives is required”. One that is available for adoption is set out in the report Talent Management 2.

In relation to knowledge management Coulson-Thomas believes: “There needs to be a shift of focus from ‘knowing about’ to ‘knowing how to do’; from storage to access and use; from serving C-suite executives to helping front-line and key work groups; from top-down motivation and management to bottom-up support and performance; and from information management to knowledge entrepreneurship”. Another report from the investigation, Transforming Knowledge Management reveals knowledge-based performance support can simultaneously deliver multiple benefits for people and organisations.

Transforming Knowledge Management, Talent Management 2 and Transforming Public Services by Colin Coulson-Thomas which summarise the findings of a five-year investigation into the most cost-effective route to high performance organisations from a knowledge, talent and change management perspective respectively are published by Policy Publications and can be obtained from www.policypublications.com

Prof. Coulson-Thomas was speaking at the 3rd Latin American Human Capital Forum held at the JW Marriott Rio de Janeiro, Av. Atlantica, Rio de Janeiro, Brazil. At the forum he spoke on both talent management and transforming knowledge management.

Prof. Colin Coulson-Thomas, Chairman of Adaptation, holds a portfolio of board, public and academic appointments. He has helped companies in over 40 countries to improve board and corporate performance and is the author of over 40 books and reports. He has held professorial appointments in Europe, North and South America, the Middle East, India and China. He was educated at the LSE, the London Business School, UNISA and the Universities of Aston, Chicago and Southern California. A fellow of seven chartered bodies he secured first place prizes in the final examinations of three professions and can be contacted via www.adaptation.ltd.uk

 

01 Apr 2014
Colin Coulson-Thomas