Monthly Archives: January 2022

Construction, News

Lysander celebrates 21st anniversary with major European expansion

Lysander, the privately-owned construction consultancy, has announced a major expansion across five European markets as it seeks to satisfy continued demand across the industrial, logistics and commercial sectors.

New offices are now operating in Frankfurt, Madrid, Paris, Milan and Rotterdam adding to the company’s existing German presence where it opened in Berlin and Munich in 2020.

In the UK, Lysander has steadily grown its footprint to include offices in central London, Godalming, Northampton and Newcastle. The wider European expansion was a natural next step as Chairman James Duckworth explains:

“Since launching 21 years ago, Lysander has grown an enviable portfolio of clients and projects across the UK, Ireland, EMEA and Asia. Client relationships have expanded and strengthened as we have grown, and it made sense to invest in the long-term potential of our existing and future relationships.

“There continues to be significant demand for experienced, commercially astute technical advisors across the industrial and logistics sectors, and we’ve already seen the positive impact that investing in the German market has made since our initial launch there two years ago. We’re delighted to be further expanding our European presence with some of the very best, most experienced leaders from across the fields of project and cost management.”

Lysander has successfully delivered complex, market-leading projects for some of the best-known developers, online retailers, automotive manufacturers, data companies, financial institutions and logistics operators in the world.  Lysander’s track record includes repeat work with clients such as Amazon, GLP, Google, Microsoft, BlackRock and Scannell Properties.  In the UK, Lysander was appointed as Project Manager on Amazon’s LCY3 facility, a four-storey, 2.3 million sq. ft. warehouse which boasts the largest PV roof installation in the UK.

Commenting on Lysander’s future growth, Joint Managing Directors, Tim Roles and Richard May said:

‘’We are very excited about the future for Lysander. We have worked hard to establish a strong understanding of our clients’ businesses, their ambitions and the challenges that they have faced, whilst they also move into new markets. We are very much aligned with them and will continue to bring our experience, pragmatism and positive attitude to their projects to ensure successful outcomes.

“It is a testament to the Lysander team that we repeatedly work with some of the most sophisticated occupiers and developers in the world. Demand for project and cost managers with a deep and extensive knowledge in the industrial and logistics markets in particular shows no sign of abating, and we will continue to be a trusted advisor to our valued clients.”

Marketing, PR and SEO, News

What’s Possible Group appoints Karl Weaver in major top level hiring spree

What’s Possible Group, the marketing group for dynamic growth brands, has hired media business and data expert Karl Weaver as Chief Commercial Officer as part of a major top-level hiring spree.

His appointment comes as What’s Possible Group celebrates a 54% increase in gross profit and a record Q4 since launching in June last year to serve a specific gap in the market – the dynamic growth brands that sit between old-economy multinationals and start-up brands.

Weaver has a storied history in helping both independent and networked businesses grow. His previous roles have included CEO of Publicis’ Data Practice, CEO of Dentsu’s Isobar and CEO of Data2Decisions, which Dentsu acquired.

Weaver will report into What’s Possible Group CEO Martin Woolley and will drive growth through the Group’s best-in-category marketing and media solutions businesses and central services – The Specialist Works, Hubble, Connections, Pintarget, What’s Possible Creative Studio and What’s Possible Data, Insight and Analytics.

Weaver said: “I’m blown away by What’s Possible Group’s culture-first approach and the genuine client-centric focus. What’s Possible is on a mission to unlock enterprise value for clients by building diverse solutions that connect our capabilities in data, creative, media and geo-targeting. It’s incredibly refreshing to see, and I’m delighted to be joining such a great team.”

Also joining is Donia Baddou, who is appointed as Managing Director of Connections, the Group’s brand-to-brand marketplace, and Ian Maynard, who is appointed as Managing Partner of Connections’ agency services team.

Baddou is an expert in helping businesses with growth potential and was co-founder of GrowthLab, a consultancy for start-ups, scale-ups and larger companies with growth ambitions. Before this, she was Managing Director, UK, and then Chief Commercial Officer (EMEA) for MOBKOI, part of The Brandtech Group (formerly You & Mr Jones). She will lead on increasing digital opportunities across Connections’ UK and US teams.

Baddou said: “Brand-to-brand marketing has the potential to undergo hyper-growth, and this is such a brilliant opportunity for Connections and the wider What’s Possible Group as we look at diversifying the portfolio, transforming digitally, and adding more monetisable touchpoints to our clients’ customer journeys.”

“I couldn’t think of a nicer team of people to be working with as they truly believe that culture comes first and are driving everything from client happiness to inclusion and diversity with one voice and together as a team.

Ian Maynard is an expert in all forms of direct-to-consumer marketing and consumer engagement and joins from the Royal Mail, where he was a member of the Royal Mail Letters board and Director of Marketing, Strategy, Research and Planning. Prior to this, he spent a large part of his career in Omnicom’s largest integrated agency RAPP UK where he was an Executive Board member and Managing Director of Media, and before this was MD, Media of Proximity London.

Maynard said: “I am thrilled to be joining the What’s Possible Group at such an exciting and pivotal time for the business. We have a fantastic opportunity through the talent and breadth of our proposition here. As consumers, we’re all spending more time at home, and brands must learn how to adapt their comms to keep pace with consumer change. I’m looking forward to helping What’s Possible Group clients become leaders in this emerging space.”

Commenting on the appointments, Martin Woolley said: “Our culture and strategy have come together, and it’s attracting brilliant people. Hiring one person who can step change your business is exciting enough. I have to pinch myself that three have started in the same week.”

“Our Group strategy has opened up dynamic growth possibilities for our clients. Plus, we’ve doubled down on our culture of collaborative innovation and creating emotional safety. That combination attracted a high-quality list for each of these key roles. Karl, Donia and Ian were our clear number one choices. Landing your top choice in every role shouldn’t happen – but I’m delighted it did!”

“And not only that, but the same thing has happened in other senior roles to be announced soon.”

“There’s such a sense of momentum across the Group right now. It’s a joy to be part of.”

Business, News, Tech Thought Leadership

How we can become stronger, faster and better together in 2022

Written by Mark Perera, CEO, Vizibl

 

Having observed the procurement and supply chain profession for many years I have witnessed first-hand the challenges faced, which in recent times have multiplied and grown exponentially. From mounting investor pressure and changing consumer demands, to global supply chain crises, rampant scope 3 carbon emissions, and of course the impact of the pandemic.

 

We must become stronger together

Recent years have demonstrated just how sensitive to disruption businesses can be. Widespread supply chain crises – exacerbated by volatile geopolitical developments, lean just-in-time supply chains, and the COVID-19 pandemic – have wreaked havoc for businesses looking to ensure supply and safeguard their continuity of operations.

These challenges are not going away soon. With the emergence of the Omicron variant, we find ourselves facing yet more disruption, and a very stark reminder that we are still firmly mired in the COVID-19 pandemic. Alongside coronavirus, we face another existential threat to people, planet, and business: the escalating climate crisis. Expanding natural resource shortages, intensifying regulatory pressure, and escalating competition for scarce sustainable materials and logistics will present yet more hurdles for burdened businesses and stretched supply chains to overcome.

To weather the storm, we must find opportunities to become more resilient. In these times of disruption and shortage of supply, it has never been more important to forge deep, secure relationships with key suppliers to become their ‘customer of choice’. Customer of choice status puts procurement in a privileged position with a given supplier, offering priority access to new innovation and existing IP along with preferential pricing, and encouraging better cooperation and collaboration on supply chain sustainability initiatives.

 

We can go faster together

But increasing resilience alone won’t suffice. Businesses are also under pressure to find novel solutions to grow more rapidly, eliminating inefficiencies and waste along the way. In this situation, we must turn to innovation, science, and technology to pave the way and save the day.

While it may be small comfort, the past 18 months have shown us how much we can accomplish – and at breakneck pace – if we collaborate to find solutions. When the WHO declared COVID-19 a pandemic on the 11th March 2020, very little was known about the virus – how to treat it, its long-term side effects for individuals, or the utter devastation it would wreak on fragile economies and global public health. Yet within 24 hours of the coronavirus genome being made publicly available, a vaccine development team at Oxford, led by Dame Sarah Gilbert and Dr Catherine Green, had designed a vaccine that would protect against its worst effects.

But their work wasn’t the end. We must also thank the scientists who conducted large-scale clinical trials, the regulators who found innovative ways to remove inefficiencies from complicated approvals processes, and every actor in the supply chain required for its complex manufacturing, production, and eventual deployment by AstraZeneca. That enormous collaboration is now saving millions of lives around the world, at cost.

The problem was gargantuan, and it needed to be remedied as rapidly as possible. Collaborative innovations in science and technology came to our rescue. In 2022 I hope businesses seek to apply this ‘many heads are better than one’ logic by collaborating with suppliers and partners to stamp out inefficiencies and find innovative solutions to their most challenging problems.

 

We need to do better together

Being stronger and going faster have always been mainstay ambitions of organisations. But now we must grow and accelerate in a way that is sustainable.

We are facing a very real, very fierce fight to protect people and planet. We are projected to overshoot the Paris Agreement’s target to limit global warming to 1.5˚C, and with the vast majority of corporate emissions originating in the supply chain, we stand no chance of meeting this goal unless we work together.

But emissions aren’t the only area in which we need to drive vast improvement – sustainability encompasses the entire ESG agenda. In addition to emissions, we need to turn our attention to other impacts we have on the world around us. This includes stamping out any chance of child labour or modern slavery in our supply chains, striving for a global fair living wage, ceasing to rely on unsustainable, finite resources, minimising and handling our waste better, and moving from a linear to a circular economy. These goals cannot be achieved in a vacuum, and they will not solve themselves without action.

The procrastinating needs to stop. The balance must shift away from spending most of our time running the numbers over again and not actually doing anything. This change must be driven hard by all of us – not only as business professionals, but as individuals – citizens, and consumers.

 

Why we need multiple platforms to address sustainability goals

And finally, while the momentum in sustainable procurement will continue to accelerate exponentially, this will be coupled with demand for digital solutions to enable and scale these efforts.

In the last 3 months alone, the number of LinkedIn members listing Sustainable Procurement as part of their skillset or role has grown from 275,000 to over 320,000. Given the increased corporate and investor focus on addressing our full impact on the environment, this is hardly surprising: the average enterprise company’s carbon emissions – usually more than 80% – sit in the supply chain – and this is challenging and multi-faceted to address.

Organisations that prioritise sustainability targets above cost savings in employee assessment will ensure they are driving the right behaviours to support sustainable business outcomes. However, the sheer volume of suppliers plus the extent of the data and carbon calculations required is overwhelming, threatening organisations with analysis paralysis when urgent action is needed. To combat this challenge, technology should be deployed to enable organisations to manage the sheer scale of required activity and analysis.

Despite this need for technology enablers, platforms are in short supply and frequently offer limited functionality; analyst market guides for supplier sustainability applications highlight the lack of comprehensive applications available to tackle the full sustainability agenda. As a result, businesses are likely to need multiple platforms to address their sustainability goals. This might entail a combination of sustainability data aggregators, responsible sourcing solutions, and a Supplier Collaboration & Innovation platform to manage close collaboration with incumbent suppliers and to open-source sustainable transformation through innovation in as-yet undiscovered suppliers and partners.

As we look to navigate increasingly turbulent times and captain our organisations through these challenges, all of the elements I’ve highlighted above will be critical as we head into 2022 and beyond.

 

News

Without an app how can retailers really engage their customers?

Written by Malcolm Carroll, Director, BlueFinity

The impact of Covid-19 has been profound and caused many industry sectors to rethink significant aspects of their business models. This has probably been felt as strongly in retail and associated logistics as any other sector.

The rapid growth of online shopping has seen a proliferation of websites being updated to support this more effectively. However, while these websites can support the activity and process of on-line selection and purchasing, they can’t necessarily provide many of the functions now considered to be crucial to the smooth introduction of an effective on-line shopping experience. They also can’t support the need for a cross-channel retail strategy, particularly as the effects of Covid-19 start to recede, and the high street is returning as a still vital part of retail.

How apps are modernizing Retail

This is where mobile phone, tablet and desktop computer apps, often working in combination with a website, are becoming increasingly valuable.

Apps not only can meet the demands of on-line commerce but address the critical issue of customer loyalty. Apps encourage customers to return to a chosen supplier instead of them searching other websites where they may select a competitor. Loyalty is a major factor in the high street and shopping malls but is often being lost in the on-line world.

The analogy often cited is that “Accessing an app is like entering a shop to browse and purchase an item, whereas choosing from a multiple number of websites is like standing in the middle of a market with multiple vendors all trying to sell you the same item.”

Now, in addition to supporting a multi-channel retail experience for customers, apps can be designed to meet the requirements of in-store retail, warehousing, logistics, management and operations staff. Importantly, they can be designed to operate with sophisticated EPOS and EFTPOS operations within the app, or as a route to and integrated with a company’s website.

There are other advantages for retailers who have an app. These include increased security, location-based communication with your customers, integrated use of phone/IT technology (GPS, Bluetooth), information retention and display, the personalization of the shopping experience and a far higher conversion to purchase rate than websites. It is clear to see why retail apps are fast becoming a must-have rather than a nice-to-have.

Also, apps which extend the online presence of a retailer, are not just for the larger stores and suppliers. New no-code/low-code app development platforms are making apps accessible for all retail outlets, no matter the size and their level of experience with technology.

This means that all kinds of retailers, from start-ups to the largest multi-nationals, can now easily and design their own apps with the design, feel and brand placement they require.

The new generation of low-code platforms are making what was a previously challenging and expensive option of creating and deploying an app, very affordable, accessible, and viable for all retailers.

Using low code technology, retailers can now design and deploy affordable apps that specifically meet their needs and the needs of their customers, without having to employ specialist app developers to do it and instead, using their existing staff. The technology offers easy and familiar functionality including point and click, drag and drop and options to select the development process, supported by an extensive array of functional routines and widgets, that anyone can use.

The results are often sophisticated, fully functioning apps that can run on and are optimized for any device and operating system (phones, tablets, watches, and televisions using IOS, Android and Windows as well as Windows, Linux, and Apple desktops). They are even able to fully integrate with the wide array of databases (SQL, Oracle, DB2, MultiValue etc.) that retailers are already using and support multiple types of databases within the same app.

Many retailers have been able to create highly effective apps without any custom programming at all. For those retailers with more technical experience, modern platforms do not limit any further customization, future enhancements, and developments so users can add to their app design, and re-use and incorporate routines and code they may already have.

The new generation of no-code/low-code platforms allow the user to generate apps as web, hybrid or native apps, with the ability to deliver fully structured source code (generally Visual Studio) for easy access and onward development, as well as providing the capacity to include custom code or 3rd party components as required.

These platforms open entirely new possibilities for retailers, allowing them to deploy an app that is right for them and their customers, without a lengthy and costly development process.

The right choice of platform will also now include full retail support, making available multiple product displays and purchase experiences, customer information retention, shopping baskets and multiple payment and delivery options. In fact, the complete store within an app!

For more information contact: www.bluefinity.com

News

Top 4 Challenges SMEs Face in 2022

Any business seeking growth knows that they will be faced with an assortment of challenges and obstacles every year. That is a given. However, from year to year these challenges become more or less critical because of global events, socio-economic conditions and other factors that impact the potential for profit. If you are wondering what the leading challenges your business may face in the months ahead in 2022, here is a consensus of the top four according to economic analysts in the UK as well as in most developed nations around the world.

1. Continuing SARS-CoV-2 Restrictions

Just when the world thought it could finally relax restrictions, along came yet another variant of concern. Although the Omicron variant didn’t appear to be as lethal as its predecessor, Delta, the number of cases surged enough to overwhelm hospitals and to keep many workers from feeling safe leaving home. When caseloads within a business are high enough, they are forced to close their doors for a period. All of this equates to a loss of revenue and one of the major concerns in 2022 as it was in the previous two fiscal years.

2. Cost-Effective IT Solutions

Another of the top five obstacles to business growth is everything related to Information Technology. Most SMEs don’t have the budget to hire an in-house IT team. However, on the bright side, it is possible to contract IT support teams such as the UK experts at Geek-Guru that provide managed services Birmingham, throughout the UK and really, anywhere around the world. From server support and computer support in the local area to remote services in other regions, they provide a cost-effective way of keeping your business’s information technology running smoothly, minimising downtime.

3. Staffing Issues

Recruiting and keeping top talent has always been an issue, but with the pandemic still a concern, many SMEs simply can’t attract the professionals they need. In fact, many small businesses don’t have the budget for an in-house HR team it becomes even more difficult to recruit and train staff. The good news is that it is possible to outsource HR that will do everything from recruitment to onboarding and offboarding, and they can do it all at much less the cost of an in-house team.

4. Full Spectrum of Financial Concerns

One of the main financial concerns in the UK and other developed countries is the rising interest rates that are significantly impacting the bottom line of businesses of any size. Consider how just a point or two increase in interest rates adds to production delays due to Covid, supply chain interruptions and other issues that reduce profits while adding to excess expenditures. This is why such things as managed IT services are becoming increasingly vital to the financial health of SMEs. Having an inability to meet so many demands in-house, contracting outsourced services is keeping a great number of businesses from being made bankrupt.

There are other issues facing SMEs most of the time, but these particular challenges are among those businesses are worried about most in 2022. The good news is that once you’ve identified a challenge, you can go about seeking solutions.

News

Sales Performance Management 101: What Is It And How Does It Work?

Money is the bloodline of any business. Your sales team is the ones pumping money into your business. To motivate your salespeople to be the best they can be and increase your revenue, it’s important that you have streamlined sales performance management. 

This article discusses the basics of sales performance management (SPM) and its benefits to your business. 

Definition of Sales Performance Management

SPM involves analytical and operational functions for the automation of operational sales processes in back offices. This is applied to enhance the operational effectiveness and efficiency of your sales. 

A robust SPM process also includes training, monitoring, and developing your sales team’s progress so that they can plan and set their own goals. Other parts of SPM also use data to improve processes, optimize planning, and align stakeholders across your sales operations. 

In general, sales leaders use SPM strategies and software to increase the effectiveness and efficiency of their sales teams and processes. 

Consider looking for a reliable provider of SPM that can provide you with a flexible and unified solution that accelerates your planning, reporting, and forecasting through automation and predictive analytics. If you’re interested, you can read more here and check out the services they offer.

Importance Of A Sales Performance Management

In this competitive world, how services or products are brought by businesses closer to people is as crucial as what that business is offering. 

It has been observed that even the best products and services seldom sell themselves. In contrast, a sales team known for good performance, paired with a well-thought-out strategy in sales can sell just about anything. 

That said, the best managers and leaders should work to pioneer not only the products and services they offer but also how they sell them. By revolutionizing how they sell, your sales team can move your business ahead of its competitors, irrespective of the service or product. 

SPM is critical because it helps sales managers with the development of sales strategies that cover all stages of the sales cycle and influence the sales process as a whole. Moreover, through proper management of the different facets of sales performance, the sales manager can enforce new techniques and strategies that can help your business succeed. 

Different Components Of A Sales Performance Management

A sound SPM strategy is built on the following components:

  • Sales Planning

This is the “where to sell” part of the sales planning. It refers to the way in which a business segments its target market and fits its sales team with it. Activities in this phase include allocating territories (assigning salespeople to their specific sales territories), account segmentation (organizing accounts), setting quotas, and capacity planning (determining the number of salespeople needed by a team in different locations). 

Sales planning is considered effective if it manages to stay ahead and adapt to changes in the workforce or marketing. It also requires using advanced modelling techniques to get the most out of every territory and account. 

  • Sales Incentive 

This, on the other hand, is the “how to sell” part in sales planning. It is the commission that your sales team is rewarded with for selling a specific product to a specific customer. By changing how the commission is structured and adding varying gratuities, sales leaders can encourage their team to focus their eyes and minds on the desired direction. 

A good sales incentive helps achieve two goals—allowing your sales team to build up their individual earnings and advancing the business’s bottom line. Likewise, it pushes teams to do and perform better.

However, a sales incentive structure should be flexible enough so it can be changed to accommodate the changing customer circumstances and market. 

  • Sales Insight

Meanwhile, this is the “what to sell” part of sales planning. It refers to using sales metrics that can help a manager measure and gauge the effectiveness of their sales team and make the relevant changes and updates. 

These include activities like discounting and pricing, sales forecasts, pipeline management, and other key performance indicators. 

In recent years, this is arguably the area that has made the most improvement. This is all thanks to advanced software that allows sales managers to process and collect sales and performance data throughout the business and yield it in the proper forms to various stakeholders. 

 If all three of these components are strategically defined and set up, you can look forward to impressive sales outcomes.  

Takeaway

In today’s competitive landscape, sound sales performance management has been proven to boost revenue for businesses that embraced it. 

Not only can it give you an edge in terms of reaching your sales forecasts and goals, but it will also help retain your best performers and push everyone in your sales team to reach peak performance. 

Construction News, Midlands News, News

Low carbon future laying the foundation for success for construction firm

The drive for energy efficient buildings is fuelling a positive outlook for a Shropshire business as it develops a growing specialism in net carbon construction for the public and private sector.

Pave Aways Building Contractors has worked on high profile projects worth more than £17m for local authorities aiming to reduce their carbon footprint. Most councils in the UK have declared a climate emergency and are looking to partner with firms with a pedigree in low carbon construction on major projects.

The Knockin based firm built the first ever Passivhaus school and social housing schemes for Powys County Council and a net zero carbon extension to Blacon School for Cheshire West and Chester Council in the last 18 months.

This year, it will hand over new carbon neutral buildings at Harlescott Junior School in Shrewsbury for Shropshire Council and deliver the decarbonisation of Newport Leisure Centre to increase the energy efficiency of the facility for Telford & Wrekin Council.

As well as the widely acknowledged environmental benefits of low carbon construction, the increasing call for low, zero or carbon neutral building was having a  positive impact on skills locally, said Pave Aways’ Managing Director Steven Owen.

“Working on Passivhaus and carbon neutral buildings has helped us to introduce these building methods to our team as well as the sub contractors in our supply chain. This, in turn, is beneficial to the wider community as they can put those skills to use in other projects.

“There is more and more demand for low carbon construction especially on large scale builds and, thanks to our experience in that field, it is giving us a competitive edge. As we saw at COP26, there is a demand for net zero transformation in the sector and we are actively looking at how we can reduce embedded emission,” he added.

Despite the widespread supply issues facing the construction industry since Brexit and the ongoing challenges of the covid pandemic, Pave Aways was facing a positive 2022, added Steven.

“In the past two years we have delivered contracts worth £48.5m across Shropshire, Mid Wales, Cheshire and beyond, opened an office in Mid Wales, won awards, supported the communities where we work and stayed true to the values of honesty and integrity that underpin everything we do at Pave Aways.

“We have a healthy order book for 2022 with contracts in a range of sectors and an excellent team to deliver them. The foundation of our business is strong and we look forward to building on that this year.”

News

ActiveOps releases software updates providing operations managers with the ability to define, plan and deliver hybrid working

New functionalities to WorkiQ see vital additions to workforce intelligence on work location, performance, and office eligibility for better hybrid working optimisation.

ActiveOps PLC, the management process automation company, today announces a significant update to its leading workforce intelligence solution. WorkiQ 8.0 gives operations managers enhanced insights to effectively manage teams in a hybrid environment as well as make decisions about workload and work location, thus maximising performance while protecting wellbeing.

The latest release of WorkiQ, adds several new capabilities supporting managers navigating the increased complexity of the new hybrid workforce providing eligibility tracking, hybrid workforce location, and automated task counting that helps measure work outputs more efficiently.

The pandemic has already forced a sea level of change in how operations managers understand their workforce, workload, and how it is forecast, leaving them in the dark as teams work remotely. Hybrid work and the constant change in government or organisational imposed mandates add a new layer of complexity, decreasing the confidence that managers can make decisions and manage the work and people effectively. The operational impact of managing these growing variables has real consequences for the workforce productivity and employee wellbeing, resulting in increased costs, talent attrition, and poor customer experience.

One new feature, the eligibility tracking, is in response to the challenge created by recent government or organisation-imposed mandates to reduce the spread of Covid and keep employees safe. It helps operations managers plan work and resources while remaining compliant with work policies and directives by showing who is eligible to work from different locations without revealing sensitive personal information.

As hybrid working becomes the norm, organisations need to understand the impact on performance when employees work from home or an office location. Hybrid workforce location intelligence helps operations managers decide who works from where to deliver maximum productivity by layering location data with traditional performance metrics to produce an instant comparison.

The Collector, an automated task counter seamlessly counts the volume of completed work tasks without self-reporting, helping managers to connect time spent with actual output effortlessly and fine-tune how they manage workload to balance wellbeing with productivity and performance.

Richard Jeffery, CEO of ActiveOps, stated: “We have not only been listening to our existing customers, but we have also undertaken detailed research into the workplace of the future. This post-pandemic work environment with employees increasingly working remotely and businesses continuing to manage who can and cannot work in the office has profoundly impacted our product roadmap. The result is a radical enhancement of our market-leading workforce intelligence solution now future-proofed for the post-Covid world of work.”

 

This new version of WorkiQ gives operations:

  • Real-time visibility into workforce location. Who is working from home, the office, or elsewhere?
  • Who is eligible to work in various locations based on company policy, local or government mandates, and/or employee preference?
  • Real-time and historical details about team members’ performance in any of these hybrid locations.

 

For enterprises, this data enables them to:

  • Drive better decisions for hybrid workforce optimisation
  • Comply with organisational or governmental mandates without sacrificing operational performance
  • Increase visibility and insights into a hybrid workforce within any location
  • Spot early and minimise the risk of burnout, balancing performance and wellbeing
  • Reduce operational costs from overtime, outsourcing, and talent attrition

 

As with all ActiveOps solutions, WorkiQ uses the best practices of ActiveOps’ proven Active Operations Management (AOM) methodology. Combining WorkiQ and AOM helps enterprises use real-time data to reinforce good behaviours and create an environment that continually improves employee performance.

“Workforce intelligence solutions like WorkiQ are increasingly recognised as essential for getting the full view of operations necessary to define, plan and deliver hybrid working at an enterprise level. When managers are supporting remote teams and may themselves be based from home or the office, it’s challenging to get visibility of teams, their workloads, and their challenges. As a result, providing a safe work environment and removing the guessing game about hybrid work efficiency.” concluded Jeffery.

These new functionalities are available as part of the WorkiQ Premium package. Existing customers can benefit from these new capabilities by contacting their ActiveOps Relationship Manager to discuss their options.

Construction, News, North of England

Zero-Carbon Seminars Boost Construction Students’ Industry Awareness

Students across various trades and professions at Leeds College of Building took part in a unique set of seminars this week (26 and 27 January).

Thanks to support from the recently formed Joseph Aspdin Skills Trust (JAST), a carousel of specialist talks was held at the College’s South Bank and North Street Campuses, focussing on achieving zero carbon in the construction sector.

The audience consisted of over 140 predominantly 16–18-year-olds and their tutors from Plumbing, Brickwork, Construction & Built Environment, Carpentry & Joinery, Plastering, and Wall & Floor Tiling courses.

Students rotated around talks delivered by experts from diverse industries. Topics covered reducing carbon in the home, passive house construction technology and airtightness, retrofitting existing properties, insulation for retrofit solutions, and air & ground heat-pump technology.

The expert speakers represent a range of specialisms, including architecture (R Dawson Architects, Richard Dawson), sustainable home building (Pure Haus, Kevin Pratt and John Blowers), regeneration and housing services (Engie/Together Housing Group, Glen Roberts and Rob Seaman), and insulation (Xtratherm, Neil Davies).

According to the World Green Building Council, the built environment sector is globally responsible for 36% of energy consumption, 38% of energy related carbon emissions, 50% of resource consumption, and expected to double in total footprint by 2060.

The seminars are one component of the JAST Business Plan, assisting the College to contribute towards the UK’s zero-carbon agenda and sustainability goals. The events aimed to raise student and staff awareness of local and national green initiatives in the construction and built environment sector by liaising with other bodies working in this field.

Derek Whitehead, Principal & CEO of Leeds College of Building, said:

“Leeds College of Building is very appreciative of this investment. JAST is raising the awareness and developments needed to help support the knowledge and skills that young, and older, people will require to achieve major zero-carbon targets set locally and nationally.

“Furthermore, this work will help inform students of the needs of the construction industry. The sector continues to face unprecedented skills shortages across all occupational areas, which include expertise in zero carbon. We are working hard with employers to address these skills gaps and welcome this support from JAST.”

JAST was set up in 2021 by trustees Geoff Driver, Ken J Patterson, Jackie Coates, Sir John Battle and Baroness Judith Blake. Named after Joseph Aspdin, the 19th century Leeds entrepreneur and manufacturer of cement, its aim is to promote and educate about energy efficiency.

JAST trustee Geoff Driver, who is also an ex-governor of Leeds College of Building, Honorary Alderman, and former Leeds City Councillor for Hunslet and South Leeds, said:

“JAST approached the College to help support and offer opportunities to all young people. We hope to raise awareness of the zero-carbon agenda in communities across Leeds and further afield through the development of vital skills and knowledge, and via important training and work-related opportunities. As the only specialist FE construction college in the UK, Leeds College of Building is well-placed to help us achieve our aims.” 

In 2021, JAST showed their commitment to zero carbon and the College by funding a temporary two-year Construction Skills Project Coordinator post. The primary objective is to coordinate and deliver the JAST Business Plan, supporting students’ awareness of the green/zero-carbon agenda and developing their skills.

News, Tech Thought Leadership

For boardrooms the future is bright, the future is data

Written by Paul Stark, General Manager of OnBoard

It may come as a surprise, but boardrooms and board members can be the most hesitant when it comes to adopting and embracing new technologies. Indeed, for some boardrooms, implementing Zoom was their first and only foray into cloud technology. Driven by the pandemic, most boardrooms have had to digitise to some degree, to adapt to the new ways of working that nearly all of us all now operate in. But there is no time for boards to rest on their laurels any longer, for a new evolution of the boardroom is coming – the evolution of data.

Data will become the foundation of how a board operates, from organising proceedings pre-meeting, creating an effective and efficient meeting, to ensuring follow-ups and actions are carried out smoothly post-meeting. But data won’t simply be relied upon to make meetings more efficient – data insights will propel boardrooms into a new era of evaluation and measurement.

Data can ultimately convert information into actionable insights, to make boardrooms more effective. For example, data can inform a chair of a board as to how engaged board members actually are, or how the meeting’s efficiency can be improved. Making the shift from simply adopting cloud technology to embracing actionable data is the next step for boardrooms to take.

Below are four key ways in which data will transform the workings of boardrooms.

 

  1. Data-driven agendas

Many boards huddle after a meeting has taken place, and discuss anecdotally how they felt that meeting went and what the discussion highlights were. Traditionally, these discussions ended there but, with technology, this feedback can be collated online and turned into actionable insights, so that the next board meeting reflects what the participants are expecting and agenda items are in sync with what they want to talk about.

Data can also enhance a meeting before it’s even begun. For instance, technology and board portals can allow for materials to be read and commented on, online, before the meeting – therefore, giving those planning and chairing the meeting an oversight into what needs to be discussed at that board meeting. In some cases, this has led to agendas being completely re-written or re-ordered, to be more in tune with the discussion points people actually want to discuss – leading to a far more engaged board. There is a shift happening right now in making boards more forward-thinking.

 

  1. Ongoing feedback and assessments

 As board meetings become increasingly digital, the more data there is to harvest from them. And with data analytical tools, board meetings themselves can be rated and valued for future improvements. In some cases already, board members can go online and give a recently attended board meeting a rating, out of five or 10 for example, and give their feedback as to how it can be improved.

Over time, once patterns have been formed, data analytics can determine what works well for each board in different sectors, be it financial, healthcare or technology. Making these insights readily available goes some way in ensuring board meetings are run at optimum efficiencies and engagement is high.

 

  1. Intelligent forward planning

Forward planning will become far more advanced and widespread in boardrooms.

For example, online portals can alert a CEO, or someone holding a similar position, as to which board members are reaching retirement age for example, and what their unique skill set is that will subsequently need to be filled once they have retired. With this information, boards can put the upcoming vacancy to market, ensuring there is no skills gap and the transition of replacing a soon-to-be departing member is a smooth one.

Such enhancement of cloud and data technology is removing the need for humans to carry out these processes, and empowering board members to perform roles that add value.

 

  1. Data-led decision-making

Implementing data analytics to gain a full view of the company can highlight specific areas that require immediate attention, which can deliver measurable results – for instance, helping management teams see how to direct budgets into new investments where they will deliver the best ROI.

Further, AI-powered predictive analytics can be a game-changer in identifying and preventing potential risks before they happen, optimising cybersecurity or fraud prevention – a growing concern and priority across financial markets.

The potential benefits of a data-centric business model range from boosting operational and cost efficiency and revenues, to informing hiring strategy, customer engagement, risk management, governance, reporting, lending decisions and forecasting.

It can also open up access to more exciting developments, such as quickly spotting opportunities and gaps and acting on them, targeting new market segments, making timely product enhancements, plus directing leaders’ attention to synergistic cross-selling, partnership and acquisition possibilities.

The data evolution in the boardroom is upon us, accelerated somewhat by the pandemic which forced all boardrooms to innovate further and at a fast rate. Now, boardroom efficiency is being transformed thanks to technology and online tools and portals – readily available digital is not only speeding up processes, but allowing boards to become more forward-thinking and plan better for the future.

A data enabled boardroom is the next evolutionary step for boards everywhere.