Tag Archives: tech

In search of competence…as a business strategy

27 Aug

I jokingly said during the general election earlier this year that I wasn’t so much in search of excellence (a la Tom Peters) from the parties but in search of competence. An old joke that I stole from a voluntary sector leader giving a speech: but like all the best jokes, it has a big grain of truth in it. I was reminded of this, listening to the HBR podcast the other day. The HBR podcast is a mixed bag: quite often it features management consultants who have invented some new thing about big companies in order to sell themselves to the same big companies, who largely trundle on as they did before (recent examples of this genre include “how to survive being labelled a star” (we’ve all been there) and “reduce organisational drag”, both of which are consistently moments away from disappearing up their own fundament). The title of the last episode caught my eye though: “Basic Competence Can Be A Strategy” (link is to the transcript of the podcast). 

It’s an interesting listen/read – largely about management, and how people think they are all above-average, and how many are simply missing the fundamentals. Setting an agenda for meetings, taking actions and following up on them, washing your hands before surgery, taking the time to ensure people understand or know what the plan is…and so on. It reminded me of another book on a similar topic, the Checklist Manifesto (by the wonderful American healthcare writer Atul Gawande) which, as the name would suggest, largely promotes the checklist as a way to ensure things get done: in the right order, and that nothing gets missed. This can apply everywhere – when people call Social Enterprise UK, a list can ensure we don’t miss anything key (do you want to join? Do you want to be signed up to the newsletter? Here are the organisations that can help with x and so forth).

I was also reminded of it by the nonsense that is the NFL GamePass in Europe right now. For the uninitiated, NFL is the organisation that runs American Football in the US; I’m a fan, so I enjoy watching the games. You can do this illegally via streaming, but I have paid for the GamePass app which is  (or has been) a great way of watching and moving between games every Sunday. It’s not a cheap product, but it works really well, and so I’ve been happy to pay for it. I’m also such a fan that, along with some other social enterprise types, I’ve been going to the American Football games in London for about a decade.

In their wisdom, ahead of this season, the powers that be at NFL / NFL UK have decided to licence GamePass to a new European developer / promoter (a new joint venture created by Bruin Sports Capital and WPP). Unfortunately, in their wish to, I assume, squeeze more dollars out of the game, they have managed to create a product that a) has fewer features // b) costs the same // c) doesn’t work for many on the platforms they previously used // d) can’t be paid for in instalments. Additionally, just for fun, they’ve thrown in some major errors on payments (some people want to pay and can’t; some have been charged and aren’t being refunded). And for the cherry on top, there has been no communication from the people who made the decisions.

Setting aside personal irritation, (I’m waiting to see if they can sort it out before putting down any £), this is a great example of how basic competence is key to business. None of this is complicated: if you are changing something that works, give yourself enough time to make sure the replacement works; don’t remove payment options (that actually lose you customers); don’t change key useability of things without letting customers know in advance; and don’t be silent in the face of a barrage of emails, social media and fan forum criticism. And yet, it can be missed in the search for the next big thing, or on what other stakeholders (Investors? New business partners?) think is important. We all have our own equivalents of the new app, or the change to existing systems; & our own examples of taking the eye of the ball of the basics.

The lesson isn’t ‘don’t ever change’, obviously – small improvements and big leaps of new strategy are crucial at different times to businesses growing and staying relevant. But changes bring risks: and where they affect your main customers, they are critical. The lesson for all businesses is to plan well, do the basics, tick the things of the list, and constantly communicate with your customers. They are the heart of your business, and neglecting them is, well, incompetent. 

[image by the wonderful thisisindexed.com ]

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The Future of Doing Good: 7 thoughts

3 Jun

besogoodA couple of weeks back, I attended the Big Lottery Fund’s ‘Future of Doing Good’ event. If you haven’t come across this yet, they are convening and ‘catalysing’ a conversation which aims to step back and think about what the future of doing good looks like – this is important for their own work, but also for the whole of civil society or, even more broadly, society in its entirety. Or as Dawn Austwick, Big Lottery Fund’s CEO puts it on her introductory blog, it’s a chance to think about how we might achieve “a radical rethink of the way people and communities can shape and improve their lives“. They also commissioned a journalist, Sonia Sodha, to do an overview report on the Future of Doing Good as part provocation, part summary, part mapping of some of the main things to think about. I found it a very interesting, if occasionally frustrating read: which may be inevitable when you are trying to cover such a lot of ground in a relatively short report.

 The event itself aimed to continue, expand and grow that conversation. Below are a few of my reflections both on what we heard, and on what I think should be one of the main focuses of work going forward.

Firstly, I should be honest and say it felt incredibly indulgent for me to spend a day away from work just having a conversation – with no clear remit, plan of where it will go, what it might lead to, or whether it would (ultimately) benefit our members. I was glad I was there, but plagued by a constant nagging awareness of the to-do list and the operational realities in what is now a very lean and busy team. I don’t know if others felt the same: what I do know is that this itself demonstrates one of the challenges we currently have – my internal reaction was a microcosm of the current reality: strained (human) resources, an urgent mindset and an increasing divide between those with money and those without: more parochially in this sector as well as in society at large.

Secondly, there was lots of the discussion of relevance to social enterprise – we were given cards with some of the main trends / areas to think about, and these included: creating opportunity from austerity, blurring of organisational boundaries, people driving change, new ways of resourcing, , environmental change, cross-sector working and so on. If this is the future, then social enterprise and entrepreneurship will continue have a significant role – and should be at the centre of people’s thinking, not in the margins or afterthoughts. And that this needs to not be all about individuals – but about networks, about teams, about recruiting great people (millennials, yes, but also those ‘finishing’ their first set of careers at 65 or 70), about investing in better systems, about incentives to collaboration and more.

Thirdly, there was a lot of ‘the future is sector-less‘ chat. As long as we’re ‘mission-led’ it will be OK. Which I go with to a point, but as I said on the day, that blurring of boundaries is being matched by a growth in transparency and actually a growing interest in ownership (and who owns what). It’s fine to say you are mission-led and (plan to) reinvest your profits, as one of the speakers did, but when you can look up their accounts & governing documents before they finish speaking and (if one wished) share that with the world…well, we are operating in a different time: good intentions aren’t good enough. And anyone reading the papers about, to take two topical examples, BHS or Land Registry, might actually think that who owns assets and how they treat them has never been a hotter topic.

Fourthly, I think new technology (is it new anymore?) rightly featured highly: there is little doubt that increasing digitalisation is having a really significant effect on many organisations and programmes (my example above about transparency being one). It’s hugely significant for membership bodies such as SEUK where I work – we now convene, facilitate, broker, advocate, campaign, use data, communicate and promote in totally different ways. But there still seems to be a lot of superficial jargon being lauded over more reasoned, complex thinking. In the last week alone, I’ve read about ‘impact derivatives’ and a ‘refugee impact bond’ – I may not understand either and both may prove wonderful, but I can’t help feeling that, at times, the product name or intervention is coming before any recognised need for it or clear sense of how it will work. Collateralised debt obligations for social value can’t be far away. Karl Wilding and I started the day joking about proposing an ‘uber for charity’ only for ‘uber’ to be the most used word of the day (without any notable reference to the fact that Uber-type platforms arguably entrench inequality, for all that they bring us in convenience & excellent technology).

Fifthly, I was struck by the really interesting conversation about anger – how the original drivers of charity and social entrepreneurs were (are?) anger and injustice, but that now they feel increasingly dissipated by a focus on scale, organisational professionalism and managerial effectiveness. I think there’s truth in that, and there is a challenge to us all to maintain and foster our activist and campaigning edge – the balance between working to change the system from within and from outside, perhaps. It also struck me that, when people were talking about truth to power, the Big Lottery Fund itself is arguably at least as powerful than most government departments now.

Sixthly, it was interesting to listen to a lot of the conversation turn to local systems and place-based change (Immy Kaur from Impact Hub Birmingham was spot on with her thoughts about key leaders across sectors driving change, I thought, as was Diane Coyle saying that system change didn’t happen top-down). I entirely agree: it’s increasingly clear that the mayors of big cities have the most interesting jobs and portfolios and power. And that one of the effects of austerity in central government combined with various pieces of devolution is that Whitehall has diminishing relevance. The most important work we do (such as the Social Enterprise Places programme or our Health & Social Value work) is all with and through local partners, trying to change things in local areas.

But it requires infrastructure, particularly because devolution can actually mean aggregation at regional or city level (as things join up into ever bigger bodies…) – and I was amazed (at least in the conversations I was in) on the lack of discussion about local infrastructure. The sector seems, largely, to have spent nigh-on 7 years analysing the problem in as many different ways as possible without genuinely committing to trying new approaches and solutions (NB – of course not true of all!). We are piloting a whole load of different approaches and joint deals with local networks and partners to try and work out what might sustain us all: what does a lean, local, effective, cross-sectoral infrastructure look like? and how is it resourced? Given the huge need for such networks and organisations with the way things are heading, it should be front and centre for foundations and those thinking about where they put investment. And let’s act not analyse on this one: we know what the problems are, and there are solutions and great examples out there.

Finally, I ended the day in a really interesting conversation about money (who pays) with a range of colleagues from a diverse range of backgrounds (charity, infrastructure, youth, foundations, entrepreneurship etc). It was a more tangible, realistic conversation that covered a lot of interesting ground. For me, the main thing I took away was the ongoing need to maximise the opportunities and value from all of the assets we either have already or can influence now and in future: which means everything from the small charity switching to CafeDirect coffee through to how a foundation manages its endowment; from a big social enterprise providing a standby facility to a smaller peer through to big charities and universities buying social in their supply chain; and from a local council applying social value across all its services to a company using its reserves to invest in new innovation.

It is these last two which for me have to be key elements of the Future of Doing Good. Place-based plans and approaches will only work with significant investment and innovation (in the real, rather than novelty sense) over the long-term in (new) infrastructure. And we will only be able to tackle the problems of the future if we mobilise all our collective assets and resources and skills towards them. That is a future worth trying for, and to start building now.