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Finance & Operations

Business StrategyOperations & QualityPeople & ManagementStrategy & Leadership

I often see tender submissions and proposals which are well constructed and in tune with what the customer is looking for but despite this the bidder can’t back their answers up with evidence of actual achievement. The answers therefore come across as ‘aspirational’. They give the impression that this is what they would like to do rather than what they

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Business StrategyMarketingOperations & QualitySalesSales & Marketing

Why do many organisations repeatedly pursue contracts where they have little chance of success? This is a subject which has fascinated me for many years. It is a phenomenon that shows no signs of running out of steam. There are numerous factors which may help to explain the reasons for it, most of them are self-inflicted. In the first chapter

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Business StrategyOperations & QualityPeople & ManagementStrategy & Leadership

A scatter-gun approach is ineffective and wasteful. You need to be really focused and realistic so that you invest your time and money on the opportunities where you have the best chance of winning and making a profit! To generate the best results you need to start as early as possible. There is a lot of work to be done

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Business StrategyOperations & QualityPeople & ManagementStrategy & Leadership

One of the most challenging aspects of running your business is ensuring a steady stream of profitable contracts. I’ve put together this SPECIAL REPORT to give you a comprehensive picture of where I believe organisations are going wrong when completing pre-qualification questionnaires, tenders and proposals. I have grouped the 23 biggest mistakes into similar categories; there are nine of these,

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Business StrategyOperations & QualityPeople & ManagementStrategy & Leadership

When you start a business you have a million dreams and a can do attitude. Set backs are just that, and stamina and determination can defy bullshit and commercial fear.  I do wish though, that I had had a small insight into what really matters when you’re leading a business. So after twenty five years, here is my top ten

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Effective managementOperations & Quality

In his book The E-Myth Revisited: Why Most Small Businesses Don’t Work and What to Do About It (click here to buy a copy) Michael Gerber suggests that to grow a business to maturity requires a Business Development Process – A continuous process focused on building a sustainable business model by combining three key approaches which he defines as Innovation, Quantification and

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Effective managementOperations & Quality

As a manager how do you encourage and motivate members of your team? The article draws together some thoughts from a variety of MD2MD speakers.

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Effective managementLeading behavioursOperations & Quality

MD2MD speaker Jeff Grout recently suggested to members that business leaders use a simple checklist of questions at the end of every meeting to…

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Business StrategyFinance, Governance & Control

Last month MD2MD asked a number of local business leaders to come and talk to its’ members on how businesses are viewed by external financial and commercial professionals. We were delighted to welcome Dr Mike Sweeting of BCMS/Acquisitions International, who spoke to the group about how an acquirer may assess and value their business. Mike shared from his experience on

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Business StrategyOperations & Quality

Earlier this year MD2MD member, Alex Minchin of Zest Digital recently shared with the MD2MD A40A34 Managing Directors group some simple cloud based IT applications he found useful in his dynamic, fast growing young business. The following is a small list, suggested mainly by Alex and Darryl Adie. In general they are modern IT applications of the sort described in

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