The Philosophical CEO

  The recent excesses of bankers bonuses, corporate collapse and poor governance has caused many executives to rethink their basic philosophy and as short term maximisation of profits and shareholder value become passé, thoughts turn to more holistic view of sustainability and the link between business and society at large. Post war periods of prosperity… Read more »

Driver Based Planning

Introduction   Driver based modelling is becoming a function of the current economic uncertainty (aka the ‘new normal’.) Traditionally, forecasts and models have been prepared along the lines of last year’s actuals plus a control /expectation margin either to increase sales revenue by x % or to decrease certain costs by y%. Throw in a… Read more »

Trust and the Leader

I think the important point for leaders is to understand that organisational Trust and behaviours have their roots in Social Contract theory, or indeed something much baser dating from Aristotle’s time that people move away from pain and try and attain pleasure. Stakeholders therefore want to avoid losses, eliminate risk and move towards sustainable businesses… Read more »

Business conduct and Corporate capitalism

CEOs will hold responsible positions in many businesses of various size and complexity. They will be applying their specialist skills and knowledge to an ever changing set of challenges. Yet qualifications have not always had a good PR recognition, and indeed the worst excesses of MBA behaviour have led to accusations of being a main… Read more »


How does the CEO lead and make decision? To some extent it is a classic example of the reply- It depends…… Every situation is different; no one decision or solution works the same each time, even though circumstances may be identical. The fact that there are decisions to be made means some form of action… Read more »


Oldest problem in the world, cause of world wars and much unhappiness We have all been there, ‘must have mis understood, didn’t hear clearly, thought you meant something else, cant you understand plain English, why don’t you talk to me ‘ It is not for this article to say what works best, most of communication… Read more »

Corporate Social Responsibility

This is a phrase that has entered the collective thinking on how businesses behave, but what does it mean for the SME? Whilst there is a degree of altruism in everybody, how does an SME display the sort of behaviour associated with Good CSR Milton Friedman once said ‘only people can have responsibilities’, so there… Read more »


Talent Management Having a vision, knowing what resources you need, hiring the right people, giving them training, define the objectives and leave then to it. Create an environment where they are challenged and have the resources to meet the challenge, occasionally implement change to shake their mind sets up a bit and then let them… Read more »

Regulation – who needs it?

Events in 2008 /09 have shown the worst excesses of Corporate greed and the ‘Chickens coming home to roost’ scenario which many business observers ( and non -business observers) have been forecasting for some time. In some respects the current banking crisis can be traced back many years, starting from the very reason why banks… Read more »

What Makes a Good CEO

We start off with the premise that the CEO is involved in an SME, not for him the qualifications of an MBA, or many years experience in Commerce, working his way up through the various grades in the organisation. This particular breed of CEO has come up the hard way, learnt his experience first hand… Read more »