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Finance, Governance & Control

Effective managementFinance, Governance & ControlStaff & teams

For busy Managing Directors running a business the question of pay rates, motivation and the use of bonuses is a regular conundrum. Most people know that money by itself is a poor motivator but want to incentivise people to work harder and to reward those that have worked hard. New research from Harvard throws some light on this and it appears

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Effective managementFinance, Governance & ControlStaff & teams

I see that bonus schemes are reentering the news as it seems some banks have forgotten the flak they took in the autumn and who owns most of their shares as they compete to maximise short term profit, irrespective of long term consequences again.  Maybe its something to do with the ‘moral hazard’ (a technical economics term) that was created

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Effective managementFinance, Governance & ControlOperations & Quality

Last week I heard an interesting interview with Sir Clive Woodward, the rugby coach that took England to World Cup Victory. He was commenting on the problems with England Cricket.  It struck me that his comments highlighted some clear lessons for business leaders. For those of you who don’t follow such things, there has been a battle between the England

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Business StrategyFinance, Governance & Control

NERDS may be the subject of jokes, but there is nothing wrong with being one in business. In fact, being a nerd may be GOOD for your business. And here’s how… Nerds are often obsessed with numbers, details, and they like to fix things. Right? But isn’t that what we should all be doing in business – constantly analysing our

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Effective managementFinance, Governance & ControlOperations & QualityStaff & teams

Further to my recent posting The importance of role clarity and simplicity, Ian Berry has kindly offered to share with my readers his tips on the same theme: 13 critical factors for role clarity – or what you must know about yourself – and every person you work with must know about themselves Ultimate purpose of your business Personal Purpose Purpose of

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Finance, Governance & ControlOperations & Quality

David Smellie gave a very interesting and engaging talk to business leaders at the MD2MD April meeting on ‘how an acquirer’s or bankers legal advisors will assess your business’. David has practiced law for over twenty years and is a partner in the corporate department at BP Collins LLP.  He handles the legal aspects of sales and purchases, as well

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Entrepreneurial ambition & growthFinance, Governance & Control

As someone who spends time acting as Chairman and Non executive as well as mentor, and Peer Group Facilitator to a large number (nearly 40 at the last count) of business leaders I was interested to read an article about the role of the Chairman in Growing Business recently.  Written by David Soskin, himself an experienced CEO, Chairman and Non

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Business StrategyFinance, Governance & Control

Continuing the MD2MD’s April meeting theme of “how businesses are viewed by external financial and commercial professionals”, we were delighted to welcome Steve Bateman, Senior Business Development Manager of The Co-operative Bank Corporate Banking to talk to the group of business owners and managing directors about ‘how a banker might assess a lending proposition’. Steve started by introducing “CAMPARI &

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Entrepreneurial ambition & growthFinance, Governance & Control

Managing Director or Director? The structure of a business can sometimes be quite difficult to understand. A variety of different titles exist for roles within business so there can often be some confusion as to what exactly a job title means. At MD2MD, as our role is developing leaders, we thought it would be helpful to explain the differences between a

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