Laughing or Crying

We have read several stories in the financial and business press recently to which our reaction was "you're having a laugh!"

Promethean promitheth much but deliverth leth

Promethean World an educational technology company floated on the stock exchange in March at 200p. Last week the shares were down to 52 pence after warning that full year results would be below market expectations, just 5 weeks after the CEO said he was confident of delivering results in line with market expectations. Shareholders who were persuaded to support the IPO are nursing a £291m loss.

Promethean make and sell "interactive learning technology", electronic whiteboards and the like. Now it doesn't take a genius to work out that its sales revenues are highly dependant on the education sector. So with governments everywhere cutting expenditure it also doesn't take a genius to conclude this was likely to be a highly risky investment and probably one to avoid. Not a view shared by the clever people investing our pension savings it seems. To quote one major institutional investor "This sort of thing just shouldn't happen. It is just giving IPOs a bad name". You're having a laugh mate, it gives you a bad name. You are the prat who will invest our money in any dog of an investment that big investment banks (in this case Goldman Sachs and JP Morgan Cazenove) wave in front of you.

Incidentally of £104m new money raised £90m paid off loans from private equity firm Apax partners plus £8.5m fees to the two banks. Time to laugh or cry?

Wot no bonus!

A survey of finance sector pay rates published last week found that the average salary for junior staff at London Investment banks will be around £97,500 this year. This is a 20% increase caused by employers replacing bonuses with higher basic salaries. However the survey also found that these staff were not fully aware that the salary increases would have an adverse effect on their annual bonuses. In other words they are expecting the salary increase AND the same level of bonus as before. You're having a laugh, just how stupid are these people. Stupid enough to buy shares in IPOs like Promethean World apparently.

FSA still SFA

Readers of the articles in this series will recall that we have applied the acronym SFA to the Financial Services Authority because that sums up their achievements to date. There have been some signs of life but the refusal to publish the report on the near collapse of RBS shows that nothing has changed. The FSA claims it is prevented from publishing by section 348 of the Financial Services Act which say that "confidential information must not be disclosed". With the taxpayer the largest shareholder in RBS only the FSA would find this a justification for doing nothing. Or are they afraid of what the report will reveal about its own non performance in the whole affair?

At the same time we have the collapse of Crown Currency Exchange. This currency trader was FSA registered and carried the logo on its website. However Peter Benstead its CE has a string of failed businesses on his record and was banned by the DTI as director in 1998. He was actually convicted of theft in 1980 so technically should not have been able to be a director of an Unregulated Small Payments Institution, which is how Crown Currency operated. Read more about this in Jonathan Russell's and Annie Shaw's article in the Sunday Telegraph at http://bit.ly/dWBHuO .

So FSA? You're having a laugh, still SFA.

Thanks but no thanks Natwest

Finally did you see the advertisements from NatWest at the weekend? Headed "We're here to help whatever the weather" the new customer caring NatWest with its shiny new customer charter is offering to increase overdraft facilities for customers whose cashflow may have been impacted by the weather conditions. Looks good doesn't it? A bank actually thinking about its customers' problems and offering to help. Well not quite. The interest rate they will charge is 19.89% EAR, that's 39 times the BoE base rate. You can find credit cards that will charge you less than that.

"Here to help" you're having a laugh, here to help yourself more like.

Business Bloop Award is brought to you by Steve Goodman and Tony Ericson of Business Breakthrough Coaching. It is one of our "Excellence Quartet" of blogs promoting the cause of Excellence as the key to prosperity. We publish regular articles using a recent business/financial topic to highlight different perspectives and conclusions to those obtained by conventional thinking and techniques. You can read the other three blogs at "Exceeding Expectations," "Business Bloop Award" and "Capitalism or ... Common Sense".

Outrage at Public Waste of Money?

Sandwell councillors, educationalists and their supporters angrily confronted Michael Gove, the Education Secretary, in outrage at his cancellation of the Building Schools for The Future programme and their 9 school projects. After the meeting, a Sandwell Council spokesman told television news, “We have spent £20 million on preparatory work and that will now all go to waste. This Tory Minister is responsible for an outrageous waste of Public Money..”

We gather that the Building Schools for The Future programme was cancelled because of the staggering proportion of funds that had not been spent on building schools. The extreme outrage at Sandwell is because their schools were cancelled after, apparently, being given the all clear by the Minister, advised by the Partnership for Schools quango that has turned out not to know what it was doing – with vast amounts of public money.

We draw your attention to the comment, “We have spent £20 million on preparatory work and that will all go to waste.”

How can anyone spend £20 million on only 9 projects in “preparatory work”? Even allowing for over inflated public sector pay, that looks like 40 man years of activity that has produced nothing. 40 man years!

Was the Sandwell spokesman was suggesting that the cancellation of their projects should be reversed just because they had already spent an enormous amount achieving nothing?

You’re having a laugh … seriously?

Gordon Brown spent 13 years building massively complex organisational structures employing tens of thousands of bureaucrats to spend vast amounts of public money (that we could not afford) in order to build his own political power and “to create employment”. We showed you how he was doing it, and how stupefying wasteful it was, in this blog in June 2009.

The Coalition now faces the task of dismantling these labyrinths of wasters. Building Schools for The Future is just the first and a vivid illustration of what needs to be done. How many more tens of thousands of man years of unproductive activity are yet to be uncovered?

“Massive reductions in public spending are not possible without cutting front line services”, alleged the failed Labour government. This example shows that massive cuts in public spending are the only way to deliver front line services without absurdly wasteful bureaucracy.

This is the first sign of the different way of thinking that will enable a different way of acting that will deliver the different results that our economy so badly needs.

One of the first things you must do with something that is not working and out of control is to stop it. Good on you, Govey, you got this first step right!

Do you know what do next though, because that is what you will ultimately be judged on?

"You're having a laugh ... seriously" is brought to you by Steve Goodman and Tony Ericson. It is one of our "Excellence Quartet" of blogs promoting the cause of Excellence as the key to prosperity. Each blog uses a recent business/financial topic to highlight different perspectives and conclusions from those obtained using conventional thinking and techniques. You can read the other three blogs at "Exceeding Expectations" ,"Business Bloop of the Month Award", "Capitalism or ... Common Sense" .

Would you unbelieve it!

This article is a message to the leaderships of Britain’s banks, many of whom attended last week’s annual conference of the British Bankers Association. Several aspects of this made me wonder “are you having a laugh, or are you serious?”

First not a single speaker could be described as a bank customer or even as representing customers. Lord Turner, Chairman of the FSA, even though I suspect he has a bank account does not really count. Is this an oversight, or do you think you can do without customer input just when society is questioning the whole purpose of the very existence of banks in their present form? So are you serious about serving the customer and through them society as a whole or are you just having a laugh?

Next Stephen Hester, Chief Exec at RBS was expected to say that the publicly owned bank is putting being “socially useful” at the heart of its operations. The reports on his speech however don’t seem to quite reflect this expectation, although he did call for “reform”. However being socially useful appears to be reflected in NatWest’s ad campaign where bank staff dressed as airline cabin crew for some reason (overdrafts to manual) are seen doing nice things for customers and communities. As a NatWest customer myself I was intrigued by a “customer charter” apparently being signed by staff. I have yet to see this charter; though a copy may have been included in the recent mailing I received telling me they will no longer pay interest on my current account. So Mr Hester are you having a laugh or are you serious?

Then Angela Knight Chief Exec of the BBA prior to the conference told the Sunday Telegraph that there was a perception among the public that “everything the banks do is wrong” and that “We feel unbelieved when we tell the truth”. My first thought was how do they feel when they don’t tell the truth? My second was “she’s having a laugh … no I think she is serious!”

Ms Knight has highlighted the really serious problem here without understanding what the problem and its implications really are. This is that most of us simply don’t trust the banks anymore, anything they do or anything they say. Ms Knight’s statement implies that this is somehow “not fair” on the banks and that consequently it is up to the rest of us to change our perceptions. It does not work that way round.

How it actually works was defined by Robert Buzzell & Bradley Gale whose work on the Profit Impact of Market Strategies identified the crucial importance of Relative Perceived Quality by the customer as a key driver of profitability, described in their book the PIMS Principles. One of their key conclusions was that “… quality is whatever the customer says it is, and the quality of a particular product or service is whatever the customer perceives it to be”.

It is the banks that have created these perceptions amongst the rest of us resulting in a potentially damaging loss of our trust and confidence. However it is not up to us to change our perception of the banks. It is down to the banks to change these perceptions, not because “it is their fault” but because, as Buzzell and Gale demonstrated from their research, that’s the only way round they can be changed.

For this to happen banks have to start behaving visibly and radically different. Just tinkering around won’t do it, in fact it will make it worse. Inviting representatives of their customers to tell it like it is at their annual conferences and actually being “socially useful” as opposed to just running ad campaigns about it would be a start.

What is absolutely certain is that until we see visible evidence of radically different attitudes and behaviours, I’m sorry Angela but we are just going to continue to “unbelieve you”. That’s not good for any of us as it will inhibit the banks from playing an effective role with the rest of us in securing the economic recovery of our country. So please take this seriously.

There are many really great people working for our banks who want to give the customer and through them society as whole the very best service and assistance. What they need is a clear and unequivocal direction from their leaderships to do this. Perhaps this quote from Siegmund Warburg founder of SG Warburg merchant bank can provide some direction. “The reputation of a banking firm for integrity, generosity and thorough service is its most important asset, more important than any financial item and has to be taken care of incessantly”.

"You're having a laugh ... seriously" is brought to you by Steve Goodman and Tony Ericson. It is one of our "Excellence Quartet" of blogs promoting the cause of Excellence as the key to prosperity. Each blog uses a recent business/financial topic to highlight different perspectives and conclusions from those obtained using conventional thinking and techniques. You can read the other three blogs at "Exceeding Expectations" ,Business Bloop of the Month Award", "Capitalism or ... Common Sense" .

Ding Dong the Bludge is Gone – Fable’s End

In June 2009, we told the tale of how Grand Vizier Bludge schemed to replace the Emperor Blarr by the manipulation of the public assets. Then how, as Emperor Bludge, he created a network of elaborate and wasteful enforcement systems to increase his power. How the public commissioners learned to focus only on their hand outs from Bludge and not on their duty to the people of the land, and of how the fatal consequences were explained away by yet another intellectually corrupt argument.

In our November foot note, we were reminded of how the myth of the Emperor Bludge’s self advertised economic expertise was based on the deliberate use of a private language and logic set which he said only he could understand. We have a shorthand phrase for that – you know it well – “Bullsh*t Baffles Brains”. But so many fell for it.

At last, the people of the land have spoken. They have cast out Bludge, his sinister familiar Mandelbritt (the master of twists upon twists into infinity), and all his satraps. They have suspended the Emperorship and brought in The Most Heavenly Conjoined Cleggeron, a new and alien species not seen in the land for over 50 years.

We commended you all to be ready to clear out the Bludged Up thinking from your business, and from public life. Well, the time is now, the opportunity is here, now.

We repeat our questions for you at this moment of maximum opportunity.

§ Are you really thinking clearly?

§ Are you really thinking hard about how you want your business world to be, and how your company will need to be within it, now the new administration is here?

§ Can you spell out what you want this new government to bring to you and your organisation so that you can make sure you get it?

§ Don't forget that to wait will be to be too late. Do it to them before they do it to you!

Can the Comparative Competitive Strength point of view assist you to achieve the clarity of purpose and the incisiveness of argument that is needed, now more than ever?

You want to know more? We are here.

We add a further question -

Now you can cast aside what we described as the misleading miasma of Bludged up thinking that permeated, complicated, delayed and diluted the interface between business and government

Our economic and political world has changed, fundamentally –

Man's mind, stretched by a new idea, never goes back to its original dimensions.

(Oliver Wendell Holmes)

Are you ready and able to think and act completely differently? Is your business truly flexible, fleet and fighting fit?

Can Coaching for Change assist you to achieve the direction, the innovation, the courage, the determination and to maintain the focus that is needed, now more than ever?

You want to know more? We are here.

"You're having a laugh ... seriously" is brought to you by Steve Goodman and Tony Ericson. It is one of our "Excellence Quartet" of blogs promoting the cause of Excellence as the key to prosperity. Each blog uses a recent business/financial topic to highlight different perspectives and conclusions from those obtained using conventional thinking and techniques. You can read the other three blogs at "Exceeding Expectations" ,Business Bloop of the Month Award", "Capitalism or ... Common Sense" .

An Historic Fable – Foot(in mouth)note

On June 1^st we published the strange fable of how the Grand Vizier Bludge became Emperor.

History is not kind to politicians, nor are facts (which we guess is why they try so hard to avoid, suppress or conceal them) –

Both before and since becoming Emperor, Bludge had made no secret of his admiration for his own Viziering skills and expertise. His acolytes chirruped their chorus of agreement - "No man alive was so expert, knowledgeable or had such wonderful judgement as the Great Bludge". Lo, He had trudged long and lonely through the E Kono mists’ dismal swamps. Lo, He had mastered the E Kono magic of speaking at great length and redefining all words to his own secret meanings. Behold, much did He say, and little did others understand. Fearsome was His mockery of anyone’s inability to grasp what He had made incomprehensible.

What a Legend in His Lifetime!

When he was Grand Vizier, the Great Bludge had made the decision to convert 395 tonnes of the Empire reserves of gold "to capture more Water to spread the Emperor’s Benefice" (i.e. to suborn the loyalty of the Emperor Blarr’s Court). “It is a prudent and wise decision, it is the right thing to do” he trumpeted, banging his mighty fist.

Inconvenient Fact

When Bludge made the decision, the price of gold was $8,841,278 per tonne. 10 years later, when the Water had been squandered, dissipated and evaporated, and the land laid waste by de-hyd-ration, the price of gold is $435,365,770. So not only had the Water been lost, but also $10,477,174,340 of reserves – that is $10.5 billion!

A Legend in His Lifetime?

It was not a wise decision, it was not prudent and it was the wrong thing to do.

So, more questions for you in these difficult times.

• Are you really thinking clearly?
• Can you see your way past the misleading miasma of Bludged up thinking that permeates, complicates, delays and dilutes the interface between business and government?
• Have you really thought hard about how you want your business world to be, and how your company will need to be within it, when the new administration comes?
• Can you spell out what you want the new government to bring to you and your organisation so that you can make sure you get it?
• Don't forget that to wait will be to be too late. Do it to them before they do it to you!

Can the Comparative Competitive Strength point of view assist you to achieve the clarity of purpose and the incisiveness of argument that is needed, now more than ever?

You want to know more? We are here.

"You're having a laugh ... seriously" is brought to you by Steve Goodman and Tony Ericson. It is one of our "Excellence Quartet" of blogs promoting the cause of Excellence as the key to prosperity. Each blog uses a recent business/financial topic to highlight different perspectives and conclusions from those obtained using conventional thinking and techniques. You can read the other three blogs at "Exceeding Expectations" ,Business Bloop of the Month Award", "Capitalism or ... Common Sense" .

Lost In The Mist – if you go down in the woods today ….

This story is not “Shrek”, but the main character is a clueless great lump -

General “Aimless Arnie” Motors has been lost in the mist for a long time. For a long time he was used to fine weather and level prairie, but the clouds came in and it all got hilly and woody. However, he is 5 star confident, he will keep on doing what he has always done, no one is going to stop him on his route march to dominate the sprawling and forever breeding Motors family world wide.

The General is sweating heavily in his bright and shiny shell suit under the weight of his massive rucksack. He has not been fit for a long time. The ground under his wandering feet turns crumbly. Suddenly he is on a slippery slope and right on a cliff edge. He turns to face up the slope but he is stuck, he cannot move. He only just keeps his balance by flailing his arms. His rucksack is pulling him over, but it is full of trophies that prove how important he is and he cannot face dropping them over the cliff – he would rather die. He reluctantly jettisons a few of the more shoddy prizes, but they are not enough.

Out of the mist comes a saviour. It is Akela Angela with her pack of hungry little cubs. She demands his trophies from the rucksack and throws him a lifeline, which he grabs tight. Then scary Scoutmaster Peter turns up with his rapacious troop and the same demand. Peter squabbles with Angela, and, somewhere behind her, a Bear snuffles around. The General dithers and wobbles - and wobbles and dithers. Angela thinks she has won

And then the sun comes out and the mist clears.

The General regains his balance for the moment. He decides that he won’t let go of his trophies, not with a Bear about. He convinces himself that, now he can see the slope, he can scrabble back up. He hands back Angela’s lifeline and says no deal. Akela Angela is beside herself with rage, she had already promised the goodies to her little pack, and, more seriously perhaps, the Bear? She goes rushing off to tell teacher that it’s not fair. “How can I help?” asks scary Scoutmaster Peter pulling out his cunning rope.

What will The General do next?

§ Will he be able to keep his precarious balance for long enough?

§ Can he scrabble up the slope on his own?

§ Will he grab scary Scoutmaster Peter’s cunning rope?

§ Will anybody else ever again offer to help him?

§ Will the mists come back? How soon? How thick?

§ Has he any idea where he really is or where he needs to go next?

§ Has he worked out why he might have been smart to keep his trophies – or what to do with them?

§ Will Angela’s cub’s and Peter’s scouts link up, or will they just fight each other?

· Or, will Angela push him off the cliff? Might the Bear help her?

Seriously, General Motors’ Board could hardly have done worse.

They continue to act as though they have a Comparative Competitive Strength level of Comfortable whilst every possible bit of evidence shows that they are at the bottom of Constrained and actually dropping into The Abyss. Considering that there have been a number of individual replacements of Directors on this Board, it is amazing that there are no signs of a change in leadership attitudes and behaviours. Their apparent inability to look beyond next week to make rational decisions, and their continued behaviour as though they have any freedom of choice, remains incomprehensible. At least they do seem to know that something needs to be done, but preferably by someone else - anybody. It is totally clear that they do not know that they do not know what to do, why they need to do something, where to start or how to do it.

Do they deserve any help? The White House is not impressed -

Steve Rattner, the investment banker who headed the Obama administration’s auto task force until July, gave his views in an article published by Fortune magazine. Rattner said that he already knew the Detroit companies’ reputation for insular, slow-moving cultures. However, even by that low standard, he was still taken aback by the stunningly poor management that they found, especially at General Motors. (our emphases)

Maybe complete disaster is the only route the GM leadership are capable of following? Is the unavoidable outcome now a complete collapse followed by the scouring of the smoking ruins by Angela’s cubs, Peter’s troopers, Asian scavengers and the Bear? Will Russelsheim, Ellesmere Port and the General’s other european sites, become the new Longbridges? Has Gypsy Rose Woodley, who hailed the Phoenix Four as the saviours of Rover, forecast that Vauxhall will be OK now that Angela is really cross? Will scary Scoutmaster Peter’s enfeebled Uncle Gordon (the other great lump in the woods) assure us that he is doing the “right thing”? If so, The General really is doomed in Europe – and if he dies here, then it will be totally fatal.

Or is there an alternative? Something fast, furious and affordable? Is there a Fairy Godmother with a Magic Pumpkin that can convert General Aimless into Captain Competent? Not quite, but the Competitive Strength Report and Process could come pretty close. If the top three layers of management teams in GM ran themselves through this before Christmas (it’s fast but totally feasible) they could finish up understanding what they need to do, why and where to start.

It’s not often that we think we can be a Fairy Godmother – but we know we have a Magic Pumpkin. Do we expect to be asked by The General?– No – but he can contact us at enquiries@changeworld.co.uk. And so can you if you are interested in the extraordinary insights that come from the Comparative Competitive Strength point of view, and how they may help you with your business survival, your investment plans or your bankers. Or please look at our website here.

"You're having a laugh ... seriously" is brought to you by Steve Goodman and Tony Ericson. It is one of our "Excellence Quartet" of blogs promoting the cause of Excellence as the key to prosperity. Each blog uses a recent business/financial topic to highlight different perspectives and conclusions from those obtained using conventional thinking and techniques. You can read the other three blogs at "Exceeding Expectations" ,Business Bloop of the Month Award", "Capitalism or ... Common Sense" .

Alice, Alice, where the **** is Alice?

Lewis Carroll could have had no idea how sane and mundane his stories about Alice might appear now, one hundred and fifty years later. His alter ego, Charles Lutridge Dodgson, the mathematician, logician, photographer, inventor and would be priest, might not be surprised at all. Alice is constantly surprised by the impossible, the illogical and the nonsensical – but of course, it is just a funny story.

But it was not just a story, it is a cutting satire. In his time, Dodgson was illuminating the human gift for self deception and sustained irrationality, for overwhelming conceit and self absorption, for illogical argument and nonsensical assertion. Through the wondering eyes of Alice, Dodgson the logician, showed us so many of the ways in which people make fools of their peers, and of themselves. And, of course, nothing has changed.

“What would you do with a company which always misses forecasts, has unhappy owners, has a huge unfunded pension deficit, has increased overheads in real terms for 11 years, has had negative cashflow for 20 years ... and projects further negative cashflow, can only make ends meet by charging customers more and borrowing more to pay the interest, has recently made two large loss-making acquisitions without any turnround plan, cooks the books by missing out liabilities, has an appalling record on senior management expenses and has an unqualified finance director of bizarre appearance and a Trotskyist background? That company, ladies and gentleman, is the UK government.”

That was private equity entrepreneur Jon Moulton’s explosive opening speech to a private investor club meeting run by PI Capital last week. It was so outspoken — even by Moulton’s standards — that it deserves a wider audience if only because it probably reflects what a lot of people are thinking, if not openly saying, about the parlous state of the government finances.

Reported by Jenny Davey in The Sunday Times.

If we were to apply the Comparative Competitive Strength point of view to Jon Moulton’s description of the UK Government , it would conclude that UK plc is at the lower end of Constrained, heading for The Abyss. At the strategic level, that clearly indicates a serious failure of leadership.

However, the Comparative Competitive Strength point of view tells us something else of equal importance. The issue is cultural – incompetent at the top means incompetent at the bottom. So, a desperate mother can kill herself and her child in Leicestershire, helpless children die in Haringey, responsible policewomen are prevented from looking after each other’s children – the list is endless. Micro management under ever increasingly labyrinthine mountains of rules, regulations and guidelines is never a good idea – more than one hundred years of consciously competent managerial learning has proved that. So, when it is driven in by people with no managerial experience or competence, applying demonstrably very low levels of practical and emotional intelligence, the ghastly chaos, and squalid indifference to the individual, of the outcomes can be no surprise. Charles Dodgson would recognise it all – this would be Alice in Blunderland.

The incompetence at the top may soon be removed. But the damage to the fabric of public administration is profound. There have been 12 years of substantial erosion of operational competence in the leadership, managerial and operational culture within all public sector administration. Thousands of leaders and managers no longer know how to think straight. Their immersion in the mad logic of the Brown Queen’s Blunderland, with the White Rabbit Balls, the Darling Dormouse and Mad Hatter Mandelson, has damaged their critical faculties, let us hope not irreversibly. A massive regeneration of competence and motivation is needed to restore the effective use of public money for effective service delivery. The appalling and insidious political canard that these two phrases are mutually exclusive must be destroyed by demonstrated results – this truly has been the Grin without the Cat, and deeply unfunny.

When can this be done? Local Government and Agency leaderships do not need to wait for the cancer in Westminster to be excised by the electorate. Even the permanent leaderships of Departments of State could start now, had they the courage, to get ready for the surgery and vigorous therapy they know is inevitable – their political leadership is now far too self obsessed with personal career survival to really get in their way.

What needs to be done? The answers to this are an infinitely long list, and as such will be taken by some incompetent leaderships as a justification for doing nothing, starting a lengthy study, or urgently squandering millions on just one hot topic. In fact what is needed is simple, but not easy for the prevailing mind sets.

• They need to Decide To Act knowing few, if any, answers.
• They need to lead all their people at every level throughout their vast and cumbersome organisations to Decide To Act. Many of the people they employ will know what needs to be done, and how to do it. There are proven processes that can enable them to want to do it. They need to be set free from the stifling stranglehold of bureaucratic micro-management and to be trusted and supported in making their ideas happen.
• Change will need to be led from the top, driven from the bottom and made possible by the middle. Anything must be possible, everything opened for change, no vetoes or taboos.
• To the Public Sector leadership, this may sound profoundly radical – but given the extreme urgency of the nation’s situation, there are few alternatives.
• For the Political leadership, this will require courage and vision, clarity of purpose and enormous self discipline. Now there is a question.

Can it be done? The Competitive Strength Report has been proven to assist the leadership and the management of commercial organisations to Decide to Act to transform their profitability. Its alter ego, the Service Excellence Report, has been developed to assist the leadership and management of public sector organisations to start to transform their performance. It is based on the same principles but focuses on effectiveness of service delivery instead of profitability. It helps the leadership and then every member of the organisation understand the implications of Constrained, to fear the threat of The Abyss and to get a glimpse of the possible personal transformation of their own working life if their organisation can get to Excellent or Free.
It can deliver the Decision To Act in less than 2 working days of effort within a 3 week timescale, and have significant impact on its participants. It is precisely this “lightness of demand” combined with “weight of impact” and speed that makes it an ideal tool to initiate the transformation of massive organisations.

And, last but not least, the Service Excellence Report process is underwritten by a genuinely logical approach, one which Dodgson the logician would approve, with simple personal insights into peoples’ behaviours and thinking that even Alice, the innocent, could recognise and apply. This way everybody can get to see everything the way that Alice can see it – simple, logical and possible.

Find out more about the Service Excellence Report, and the Comparative Competitive Strength point of view at our ChangeWORLD site and at our Competitive Strength Report site. Why not talk to us about these ideas, you may see ways forward you have never seen before.

“You’re Having a Laugh … Seriously?” is brought to you by Steve Goodman and Tony Ericson of ChangeWORLD. For even more serious information and comment go to our website and our other three blogs:- Exceeding Expectations, Capitalism or Common Sense & Business Bloop of the Month Award.