A feasibility study to determine if a collection and processing program could be established for spent coffee grounds, that was financially self-sustaining and environmentally beneficial.
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Companies not already implementing or trialing Ai are being left behind. In an increasingly competitive marketplace, playing catch up is difficult. But does Ai work for or against your existing workforce? How will the ‘Age of Ai’ affect the skills your company needs for the future.
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What can you stop doing to free up resources for high-value activities?
By Gary Peacock
The world has changed dramatically and forever. Your industry and your top clients are feeling the stress as their markets change, fast. These fast changes mean that your business needs to be more agile in response to the market. Companies unprepared for these changes, this means lower revenue and lower profits.
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Harvard Business Review
Max H. Bazerman & James J. Gillespie
We cannot deliver sustainable results by doing what we have always done. We need to find breakthrough solutions, solutions that cross departments, solutions that cross technologies and sometimes solutions that cross industries.
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The future of asset servicing
Shaped by three disruptive technologies
Deloitte
Gordon Smith, David Dalton, Cormac Dinan, Lisa Simpson
The products and services of many organisations are becoming commoditised, with the emergence of niche competitors that can provide true value to customers. To get competitive advantage, organisations need to solve problems internally and externally with fewer departmental barriers.
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Building a Problem Solving Culture that Lasts.
McKinsey article by Randy Cook and Alison Jenkins
Organisations cannot improve unless they consistently seek out and solve their problems. For most, that means undertaking a profound cultural change - which must begin from the top.
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Value for your organisation comes from solving business problems and seizing business opportunities for both your organisation and your top customers.
Solving problems or seizing opportunities as part of a team can leave many feeling frustrated. The usual response is "It would have been quicker if I had done it myself". Working in a team people either compete or conform. When competing they destroy ideas, when conforming they just suggest the usual, old ideas - never anything fresh or new.
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Managing accounts strategically requires a fundamental shift in the way companies work with their key accounts. Shifting from a selling-mindset to a problem-solving mindset.
With a selling-mindset you only focus on your revenue; with a problem-solving mindset you focus on how you can help your account improve their business results.
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In competitive industries like yours, according to executives and experts you should implement Strategic Account Management (SAM). But isn't that just a fancy term for selling to C-Suite executives?
No. SAM is a different way of working with some of your customers.
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