CEOs

Executive Deterrent

There is a lot of research that tells us that rewards work better than sanctions and if the risk of reward outweighs the risk of sanctions and their proportionate effects, then coupled with the concepts of limited liability and the fact that rewards structures are based on the same principles of shareholder wealth, you can… Read more »

Precedents or Principles

We are a product of our own education, the word used in its broadest sense in the way we have been brought up and experienced the world through our view of reality which has been influenced by the various inputs we have received whilst exploring these experiences. When we come across new experiences we are… Read more »

Sustainable capitalism

Shareholder value started to merge as a phrase in the 1980s and people like Professor Alfred Rappaport (Kellogg GSM) and Jack Welch (General Electric) used the phrase in conjunction with the idea of aligning executives and shareholders rewards. This concept has led to pushing the boundaries of ethical and moral business practices into tax evasion… Read more »

Plato’s numbers

Accounting is not a binary state and is not necessarily purely about numbers, it encompasses all human emotions from extreme happiness to despair purely and simply because of the idea that there are safe spaces in society where people conform to norms, adopt or adapt behaviours dependent on outcomes that can be measured or plainly… Read more »

Risk Registers

The identification  and mitigation of risk is a key factor in organisational strategy and most risk registers favour a scoring/probability model which has widespread application in larger businesses. At SME level the perception of risk is much more intuitive merely because there is no defined risk person or anyone with full time responsibility for risk measurements… Read more »

Business proposals

These can take many shapes or forms, but there are some key features that produce winning outcomes There are three main areas which are common to proposals and they can be tailored to meet the intended audience create a need or identify an opportunity Provide the solution to fulfilling the need/leveraging the opportunity provide assurance… Read more »

Scale and scalability

A phrase used as long ago as 1952 was ‘span of control’ and it is quite a simple concept in terms of management and leadership and the number of people you actually can influence in an organisation. In essence it has its roots in Taylorism and an idea that there is a set of principles… Read more »

project failure

1 flaky goals 2 uncontrolled variations 3 unexpected stakeholders 4 subjective measures 5 bad estimating 6 poor leadership 7 no contingencies 8 unmanaged expectations 9 poor monitoring 10 uncorrected feedback

Business as Usual

Business as Usual (BAU) Accounting If we see the trend with accountancy and the use of AI, the terms ‘Accountant,’ Book keeper’ or ‘bean counter’ are becoming extinct as AI takes on the drudge work and ERP systems turn every operator into ‘Administrator’ There are some unintended consequences to this. Firstly, operational personnel are now… Read more »

Autocrats and and datacrats

As we head deeper into the fourth Industrial revolution, those people who design, programme and implement the hardware .software and liveware dictate the speed and direction of progress. Reward structures are more lucrative for programmers and coders than many other traditional occupations and reinforce their worth to their specific employer and society at large. What… Read more »